Human Resource Management International Digest

2019 Human Resource Management International Digest

doi: 10.1108/HRMID-03-2019-0074

PurposeThe review is based on “Testing horizontal and vertical alignment of human resource (HR) practices designed to achieve strategic organizational goals”, by Martinson and De Leon, (2018), published in Journal of Organizational Effectiveness: People and Performance.Design/methodology/approachThis research paper concentrates on the alignment of HR goals and objectives with the strategic objectives of the organization (vertical alignment) and how the HR goals and objectives align with each other (horizontal alignment).FindingsThe results suggest that aligning HR management practices (HRMP) with organizational strategic goals does increase the probability of achieving these objectives. In addition, aligning HRMP with each other further strengthens the likelihood of achieving the strategic goals.Practical implicationsTherefore, for organizations to optimize performance and gain a competitive advantage through protecting their investment in human capital and decreasing voluntary turnover, both vertical and horizontal alignment should be implemented.Originality/valueThis paper has an original approach by providing a unique empirical examination of an organization’s implementation of HR practices designed to achieve stated strategic objectives through a large-scale study.

2019 Human Resource Management International Digest

doi: 10.1108/HRMID-03-2019-0085

PurposeAn academic review assessed the evidence for various interventions in helping people with disabilities and health conditions return to work.Design/methodology/approachThe authors sifted through academic research, searching for answers to the following two questions: 1. “What is the available evidence on effective interventions in terms of employment outcomes and cost effectiveness?” 2. “Are there gaps in evidence with regard to the effectiveness of interventions for certain conditions?”FindingsThere is some evidence that interventions for workers with disabilities and health conditions can produce better outcomes at work, but there are huge gaps in the research data. Most studies focus on lower back pain and more research is needed into cardio-respiratory conditions and mental health. There is also a lack of research into the cost-effectiveness of various interventions.Originality/valueThis study highlights not only the effectiveness of some approaches but also the gaps in the research which need to be plugged to better inform policies.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-03-2019-0083

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/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsIncreasing employability is important for both individuals and organizations in a fast-paced and changing business world. Increased learning helps employees improve their skills, abilities, and knowledge, which in turn increases their competence and confidence, and increases their perception of their employability, as well as the perception of their supervisors. Organizations can invest in their employees by providing high-involvement human resource practices which encourage involvement, support, trust, and autonomy. This in turn increases positive learning behaviors, which leads to increased employability and thus improved outcomes for employees and the organization as a whole.Originality/valueThe briefing saves busy executives 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.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-03-2019-0080

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/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis paper investigates the relationships between performance-related pay and WE. Two studies were used to investigate these relationships, finding that performance-related pay links directly to WE. Indirectly, performance-related pay links to pay satisfaction, which in turn links to WE. Also, performance-related pay links to pay level which in turn links to pay satisfaction, which in turn links to WE. The links between performance-related pay and WE are weak, showing that, performance-related pay is not sufficient alone; there must be satisfaction with pay level and adequate reward for performance.Originality/valueThe briefing saves busy executives 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.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-04-2019-0094

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.DesignThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsWorkplace learning is important for both individuals and organizations for sustainable development in a fast-paced and changing competitive business environment. This article looks at 9 empirical measures of workplace learning, looking at individual and contextual factors affecting learning, activities for learning, and the outcomes of learning. The review provides Human Resource departments guidance on supporting a diverse range of job-related learning opportunities to increase employee and organizational knowledge and performance.OriginalityThe briefing saves busy executives 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.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-04-2019-0098

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.DesignThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsEmployees are one of the most important assets of an organization. Engaged and high-performing employees give a competitive advantage; dissatisfied employees can lead to huge expenses in loss of potential, business outcomes and recruitment costs. Human Resource departments can use talent management practices to value employees throughout all stages of their career experiences. Starting with attracting the right employees and successful recruitment to enhancing and developing them, employees become engaged and form enduring connections and relationships with organizations, leading to positive business outcomes and a sustainable talent pool.OriginalityThe briefing saves busy executives 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.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-04-2019-0096

The review is based on "Employee advocacy in Africa: the role of HR practitioners in Malawi" by Aminu Mamman, Christopher J. Rees, Rhoda Bakuwa, Mohamed Branine, Ken Kamoche, (2019) published in Employee Relations. This paper aims to concentrate on the degree that HR practitioners are considered as employee advocates within an African context.Design/methodology/approachData were gathered from a questionnaire survey given to 305 respondents (95 HR practitioners, 121 line managers and 89 employees) working in private sector companies Malawi.FindingsThe results suggest that HR practitioners in Malawi are viewed as carrying out an employee advocate role by line managers, HR managers, and employees. HR managers perceived themselves to be carrying out the role of employee advocate more than line managers and employees. In addition, the strongest perceived element was their contribution to motivating employees.Practical implicationsTherefore, analysis of the importance of the elements that make up the employee advocate role could inform decisions on which elements to include in in an HR model. This paper has contributed to the literature on HR roles in developing countries and supports the use of Ulrich’s model beyond the developed countries where it originatedOriginality/valueThis paper has contributed to the literature on HR roles in developing countries and supports the use of Ulrich’s model beyond the developed countries where it originated.

2019 Human Resource Management International Digest

doi: 10.1108/HRMID-03-2019-0079

PurposeThe researchers wanted to find out if leaders could promote diversity in the workplace without even speaking about it. Their theory was that creating a more open, empathetic and positive environment reduced bias against minorities.Design/methodology/approachThe authors asked 177 recruits to fill in questionnaires online. They analyzed the data to respond to two hypotheses. The first was that “informational justice, manageable job demands, equality in status and a clear vision of the future should foster openness to diversity”. The second hypothesis was split into two. One part suggested that meaning in life mediated relationships between workplace practices and openness to diversity. And hypothesis 2B suggested the same for clarity of the future.FindingsAfter analyzing their data, the researchers said the results vindicated Hypothesis One. Hypothesis 2A, concerning meaning in life, was also confirmed. However, 2B, concerning future clarity, was not significantly associated with openness to diversity.Originality/valueThe value is in showing managers and leaders that there are effective alternatives to 'diversity' initiatives, which are often unpopular with dominant groups and promote defensive attitudes. Concentrating on improving the general culture of the workplace decreases suspicion towards minorities.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-03-2019-0078

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.DesignThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis article investigates internships within organizations and how to increase their effectiveness. The motivational process is investigated, using pairs of interns and their supervisors. The relationship between job resources, basic need satisfaction, work engagement and outcomes/performance are investigated. The results from the study also confirm that job demands-resources theory can work in combination with self-determination theory. For successful internships, managers need to ensure the needs of the individual intern are met.OriginalityThe briefing saves busy executives 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.

2019 Human Resource Management International Digest

doi: 10.1108/hrmid-04-2019-0105

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/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsCreating an employer brand that appeals to both current and prospective employees can help firms lower turnover rates and accordingly lessen their harmful effects. By concentrating on several critical dimensions, companies should be better placed to satisfy employee expectations and raise levels of job satisfaction and retention as a result.Originality/valueThe briefing saves busy executives 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.