A comparison of international HRM practices by Indian and European MNEs:evidence from Africa

By comparing the HRM practices in Indian and European MNE subsidiaries located in four of the Southern African Development Community countries, this paper tests the relevance of the country-of-origin effect and analyses the strength of institutional and firm-level influences. Examining data from 865 MNE subsidiaries obtained from the World Bank enterprise survey data, the paper finds that Indian MNEs have higher labour costs in relation to total sales than their European counterparts, that Indian MNEs make more use of temporary labour than their European counterparts, that Indian MNEs invest in less training than their European counterparts. No support is found for the hypothesis that Indian MNEs have a lower ratio of skilled workers in comparison to European-owned subsidiaries. The study shows that country-of-origin effects are weakened if they are not consistent with host country ideology and that as economies evolve so too do their expectations of HR policy and practices. © 2014 © 2014 Taylor & Francis.

Guest editors’ introduction: is the HRM process important? Past, current, and future challenges

Ten years ago, Bowen and Ostroff (2004) criticized the one-sided focus on the content-based approach, where researchers take into account the inherent virtues (or vices) associated with the content of HR practices to explain performance. They explicitly highlight the role of the psychological processes through which employees attach meaning to HRM. In this first article of the special section entitled “Is the HRM Process Important?” we present an overview of past, current, and future challenges. For past challenges, we attempt to categorize the various research streams that originated from the seminal piece. To outline current challenges, we present the results of a content analysis of the original 15 articles put forward for the special section. In addition, we provide the overview of a caucus focused on this theme that was held at the Academy of Management annual meeting in Boston in 2012. In conclusion, we discuss future challenges relating to the HRM process approach and review the contributions that have been selected—against a competitive field—for this special issue

Tanácsadói szerepek, kompetenciák (Consultant roles and competencies)

A szakirodalomban található tipikus tanácsadói szerepek, tulajdonságok rendszerezését követően került sor a Borsod-Abaúj-Zemplén megyei tanácsadók kompetenciáinak vizsgálatára a tanácsadók, valamint a vállalkozók értékrendje szerint. A nemzetközi összehasonlíthatóság érdekében a szerző, Frank Höselbarth (2000) reprezentatív felmérésében alkalmazott 21 tulajdonság, kompetencia alapján vizsgálta meg a megyei helyzetet 2001-ben és 2005–06-ban is. A szakirodalomban található tipikus tanácsadói tulajdonságok, kompetenciák (tudás, készség, tapasztalat) összefoglalását tartalmazza a németországi felmérésben alkalmazott 21 jellemző. A magyar és német tanácsadók tulajdonságaiban a szerző nem tapasztal lényeges eltérést. Az elméleti és empirikus kutatási eredményei alapján vázolja fel a tanácsadói kompetencia modellt. _______ After the taxonomy of the typical characteristics of consultants, the author made a surveys and analysis of the characteristics of consultants located in Borsod- Abaúj-Zemplén County according to the value systems of consultants and entrepreneurs. In order the maintain international comparability, she applied the 21 factors used in the representative study of Frank Höselbarth (2000) to analyse the situation of B-A-Z County both in 2001 and in 2005-06 as well. The 21 criteria applied in the German study is a summary of the typical characteristics of consultants, found in the literature. The author did not find significant difference in the characteristics of Hungarian and German consultants.

Impact of Substance Abuse: Human Resource Strategies for the Hospitality Industry

No hospitality organizations are immune from the negative effects of substance abuse in the workplace. Ownters and managers must confront the problem head on and, in order to accomplish this, they must be in possession of the facts regarding the problem, and regarding options for dealing with the problem in the most appropriate manner for their individual organizations. The authors include an assessment of this problem as well as a summary review of procedures for positive management of a potentially negative situation.

Student Independent Projects 2012: Sustainable Resource Management

Everyday Millions of disposable plates, cups and utensils are used in fast food establishments, cafeterias, restaurants and homes worldwide. These single-use disable plates, cup and utensils, when of polystyrene or plastic, do not biodegrade and decompose like fruit, vegetables or meat; they only breakdown into smaller pieces on a physical level. This lack of decomposition means that these products persist and accumulate in landfills consuming the available space and contaminate the surrounding area. With an ever growing global population, the disposable waste generated annually is increasing and landfills worldwide are rapidly filling. Therefore, more landfills are needed sooner but they are expensive to create, they consume a large amount of usable space and can harm the environment. In order to reduce the dependence on landfills, the waste can be diverted through recycling programs, reducing human consumption and purchasing reusable and/or compostable materials. These methods of waste reduction would be implemented at the municipal level but it would be possible to change provincial and state legislation so that municipalities would be required to do so rather than of their own volition. If initiated worldwide than the amount of waste produced by humans would be greatly reduced and the dependence on landfills would decrease.

HRM and Innovation: A Multi-level Organizational Learning Perspective

Drawing on the 4I organizational learning framework (Crossan et al., 1999), this article develops a model to explain the multi-level and cross-level relationships between HRM practices and innovation. Individual, team, and organizational level learning stocks are theorized to explain how HRM practices affect innovation at a given level. Feed-forward and feedback learning flows explain how cross-level effects of HRM practices on innovation take place. In addition, we propose that HRM practices fostering individual, team, and organizational level learning should form a coherent system to facilitate the emergence of innovation. The article is concluded with discussions on its contributions and potential future research directions.

Hospital Administrative Characteristics and Volunteer Resource Management Practices

Purpose – The purpose of this paper is to explore the links between various characteristics of hospital administration and the utilization of classes of volunteer resource management (VRM) practices. Design/methodology/approach – This paper uses original data collected via surveys of volunteer directors in 122 hospitals in five Northeastern and Southern US states. Findings – Structural equation modeling results suggest that number of paid volunteer management staff, scope of responsibility of the primary volunteer administrator, and hospital size are positively associated with increased usage of certain VRM practices. Research limitations/implications – First, the authors begin the exploration of VRM antecedents, and encourage others to continue this line of inquiry; and second, the authors assess dimensionality of practices, allowing future researchers to consider whether specific dimensions have a differential impact on key individual and organizational outcomes. Practical implications – Based on the findings of a relationship between administrative characteristics and the on-the-ground execution of VRM practice, a baseline audit comparing current practices to those VRM practices presented here might be useful in determining what next steps may be taken to focus investments in VRM that can ultimately drive practice utilization. Originality/value – The exploration of the dimensionality of volunteer management adds a novel perspective to both the academic study, and practice, of volunteer management. To the authors’ knowledge, this is the first empirical categorization of VRM practices.

HRM and innovation:looking across levels

Studies are starting to explore the role of HRM in fostering organizational innovation but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM’s role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees’ innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are three-fold: to bring out the effect of two discrete HRM configurations- one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organizational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation.