دانلود مقاله isi بررسی تاثیر تنوع در مدیریت منابع انسانی و عملکرد سازمانی
دانلود رایگان مقاله الزویر در مورد بررسی تاثیر تنوع در مدیریت منابع انسانی و عملکرد سازمانی (کلیک کنید)
توضیحات :
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مشخصات این مقاله :
عنوان مقاله :
Effect of diversity on human resource management and organizational performance
ترجمه فارسی عنوان :
بررسی تاثیر تنوع در مدیریت منابع انسانی و عملکرد سازمانی
سال انتشار : 2014
متعلق به مجله یا ژورنال : نشریه پژوهش های کسب و کار – Journal of Business Research
فرمت: PDF
تعداد صفحات: 5
شماره پروژه: 5098
کلمات کلیدی :
Human resource management (HRM),Organizational performance,Age diversity,Professional tenure diversity,Expertise diversity,Fashion styling industry
مدیریت منابع سازمانی، عملکرد سازمانی، تنوع سن، تنوع حرفه ای دوره تصدی، تنوع تخصص، صنعت ظاهر شده، طراحی مد
چکیده :
Abstract
Extant research on strategic human resource management (HRM) primarily focuses onmanufacturing and largescale service organizations. However, given the significant economic contribution of, and the employment opportunities provided by, Taiwan’s fashion styling industry, the effectiveness of the organizations in this industry is a topic worth examining. By employing a resource-based view and taking an information/decision-making perspective,this study investigates (1) the relationship between a firm’s HRM system and its performance and (2) the interaction effect of age diversity, professional tenure diversity, and expertise diversity in the fashion styling industry. The study collects data from bot managers and front-end professional service employees in the fashion styling industry and uses multiple regression analysis to test the proposed hypotheses. The paper also discusses implications for theory and practic.
مقدمه این مقاله :
Introduction
The service industry provides more than 70% of the employment in most industrialized economies (OECD, 2005). Although technology advancements have facilitated a shift from manufacturing to services, the service industry has a much higher turnover rate and requires greater human capital. To succeed in a competitive environmentwith high employee turnover, organizations seek to implement an effective human resource management (HRM) system. Moreover, managements are now leaning toward the implementation of a distinctive set of HRM practices that emphasize the human side of people management and induce the desired behavior to achieve organizational objectives; this aspect warrants further investigation. Extant research indicates that the effective implementation of an HRM system may be a key impetus for individual and organizational performance (Lepak, Liao, Chung,
& Harden, 2006; Subramony, 2009). Most empirical research on the HRM–performance relationship focuses on explaining the intermediate mechanisms of how HRM systems enhance organizational performance (Huselid, 1995; Zacharatos, Barling, & Iverson, 2005). Few studies examine the contingencies in this relationship. A review of the period between 1994 and 2003 indicates that only a fraction of the studies focus on the boundary conditions that may strengthen/weaken the HRM–performance relationship (Boselie, Dietz, & Boon, 2005). To improve understanding, this study seeks to advance the existing literature on strategic HRM in the following ways.First, extant research on the HRM–performance relationship often focuses on workers in manufacturing or large-scale service organizations (Zacharatos et al., 2005). These two sectors have quite distinct characteristics; a prominent difference is the degree of employee–customer contact. Scholars have called for considering HRM from a service perspective (McClean & Collins, 2011). Therefore, this study examines a set of HRMpractices alignedwith the expectations of the organizations and their employees, in small-scale professional services organizations.
توجه :
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