• Asia-Pacific Journal of Business
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• v.5 no.2
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• pp.51-64
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• 2014

Strategic bundling of Human Resource Management (HRM) practices among themselves works together as an entire HRM system rather than individual HRM practices to achieve organizational objectives. The bundles of HR practices support the effectiveness of one another assuming the effectiveness of any practice depends on other practices in place. It is said that the greater the total degree of bundling among the various components of HRM policies and practices, the more will be the organizational outcomes. Realizing these facts, this study aimed to explore the level of strategic bundling and examined the impact of such bundling on organizational performance to the publicly listed companies of Nepal. This empirical study is based on description and exploratory design for which data collected through the questionnaire based on 5-point liker scale. Total population of the study at the time of data collection are 234 organizations publicly listed in Stock Exchange of Nepal. Questionnaire is distributed to all organizations listed, response received from 105 organizations, as a unit of analysis, which is fairly good response. The study of strategic bundling of HRM practices perhaps the first study in Nepal, found that only 32 percent organizations have followed high bundling HR practices and these high bundling organizations are significantly different with low bundling organizations. Business organizations are trying to practice being close association of HRM policies and practices within them except labor relation with employee participation and business strategies. Supporting to the international literature, strategic bundling of HRM practices among themselves shows statistically significant effects on quality of product or services, labor productivity, financial performance, employee satisfaction, rate of innovation, employee commitment and market share.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.12 no.11
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• pp.4888-4894
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• 2011

This study conducts an empirical analysis using AMOS and PASW of the effect for the management innovation infra-especially, mission statement and strategy and HRM practices to organizational performance. The study confirms that management innovation infra has an influence on the HRM practices. It partly confirms the effect of HRM practices on the relationship between organizational performance-turn over rate.

• Journal of Information Technology Applications and Management
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• v.27 no.6
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• pp.75-87
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• 2020

The Human Resource (HR) system comprises of various interrelated HR practices that forms the bundles. These bundles of Human Resource practices impact the organizational performance. The hard and soft HR bundles are the two sets of the same continuum that describes the strategic approach of the HR system. The purpose of this study is to identify the hard and soft HRM practices from the literature and then empirically test them with the help of factor analysis. The study is conducted on the service industry employees in India. The survey includes the employees from the middle and top-level executives of the service firms. The sample size for the study is 160. Principal component analysis with VARIMAX rotation and Confirmatory Factor Analysis was used to obtain the results. The data analysis was done on SPSS V.20 and AMOS V.22. The results provide knowledge of the HR practices under the hard and soft HRM bundles implemented in the service industry.

• Asia Pacific Journal of Business Review
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• v.5 no.2
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• pp.1-18
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• 2021

This present study investigatesed the impact of the team innovation-oriented human resource management (HRM) practices on employees' turnover intention among financial, pharmaceuticals, distribution, and manufacturing industries in Korea. Furthermore, we explored whether risk perception of turnover and the cost of changing job would mediate the relationship between team innovation-oriented human resource management practices with employees' turnover intention in different industries in Korea. To that end, PLS structural equation modeling was used to exam the research hypothesis. We have found that team innovation-oriented HRM practices have a significant impact on employees' turnover intention. Moreover, we have discovered risk perception of turnover and the switching cost of changing job playing mediating role in the relationship of team innovation-oriented HRM practices with turnover intention among different type of industries employee. Lastly, the theoretical implications were discussed based on these findings.

• Asia-Pacific Journal of Business
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• v.3 no.2
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• pp.23-33
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• 2012

Sustainable competitive advantage depends on formulation and implementation of appropriate human resource management (HRM) strategies and deployment of their competencies effectively in dynamic and complex environment. Competencies deployment is an approach to make decisions on the intentions and plans of organization concerning employment relationship and its recruitment, training, development, performance appraisal, reward and employee relations policies and practice. The improvement of organizational effectiveness is an overall objective of people management in organizations. In light of these, this study explores the present practices of HRM like: HR departments, HR policies and strategies, HR planning, recruitment selection and placement, training and development, performance appraisal, compensation and benefit, employee relations and communications. Based on the survey in 204 Nepalese organizations as a unit of analysis, the study concludes that HR practices in few organizations have action program for minorities, ethnic group, older employees and people with disabilities. Due to centralized organizational structure, most of HR decisions are taken into central office and line managers being involved highly in planning and implementing HR policies. In a nutshell, though HRM practices are not developed like developed countries, Nepalese organizations are realizing the significance of people management at work and changing their practices in the present dynamic environment.

• Asian Journal for Public Opinion Research
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• v.10 no.2
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• pp.123-146
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• 2022

This study aims to identify the effect of the relationship between human resources management (HRM) and total quality management (TQM) on improving employee performance. Several previous qualitative studies have stated that TQM and HRM are separate methods. This article describes a new method using a quantitative approach. This research is needed to fill the gap in the literature by empirically analyzing the relationship between HRM, TQM practices, and organizational performance. Data was collected quantitatively from 100 employees in Indonesia through questionnaires and online survey methods. The data collected were analyzed using structural equation modeling (SEM) with the Lisrel 8.5 system. TQM-oriented HRM is operationalized as a second-order latent variable measured by four factors (training, empowerment, teamwork, compensation). The findings support the validity of the TQM-oriented HRM model as a hierarchical, second-order latent construct and show a strong relationship with employee performance. The results of this study are different from previous studies, which showed that TQM and HRM are separate methods. The results of our research provide an academic and practical overview that TQM-oriented HRM can be used to help organizations build platforms for human resources policies aimed at improving employee performance.

• Asian Journal of Business Environment
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• v.9 no.1
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• pp.5-12
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• 2019

Purpose - This study aims to explore and describe human resource management (HRM) in Nepalese organizations. Specifically, this study addresses three research questions: (a) what are the key human resource (HR) practices in Nepalese organizations?; (b) what are the major tasks and roles of HR departments in Nepalese organizations?; and (c) how is the status of the HR function expected to change within Nepalese organizations? Research design, data, and methodology - For this purpose, we implemented the Delphi method and developed an informed consensus among selected experts concerning the research questions. Results - The findings illustrate that organizations in Nepal adopt a wide range of HR practices commonly used in Western and developed countries. Simultaneously, some HR practices specific to the Nepalese context are also discovered. The experts' consensus on the future of HRM confirms that the evolution of the HR function to a strategic partner of management is evident in Nepalese organizations. Conclusions - Domestic as well as foreign organizations in Nepal try to create HRM systems that place them on a par with global companies. At the same time, they incorporate cultural features specific to Nepal to compete effectively in local markets. While there are few empirical studies describing HR practices in Nepal, this study contributes to broadening our understanding of the current and future status of HRM in Nepal.

• Culinary science and hospitality research
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• v.23 no.8
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• pp.106-127
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• 2017

Most countries have their own culture that presents different types of behaviour. The employees' specific ways of working, according to each country, influence its organisation, thus cultural differences have become an essential issue in operating management. Therefore, this study explored how the different cultures based on Hofstede's paradigm interact within the specific Korean context. This study examined how cultural related HRM practices were enacted in the Korean hotel industry, how the frameworks of Hofstede's model impact the employee outcomes, including the concept of organisational justice. This study followed a quantitative approach which relied on a positivist paradigm to evaluate the different HRM practices at hotel workplaces with the view of employees. This study gathered a survey on 601 hotel employees in the deluxe sector. The analysis of quantitative data was undertaken using SPSS version 23.0 software and AMOS 23.0 to achieve the research aim for the study. This study contributes new findings to the research literature. The results of this study showed how Confucianism also plays a predominant role in understanding Korean culture, more than the Hofstede's original four dimensions of culture.

• Journal of Technology Innovation
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• v.2 no.1
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• pp.89-115
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• 1994

Japanese firms have developed their own distinctive human resource management(HRM) practices for R&D scientists and engineers. These practices consist of homogeneity of work group, standardized in-house training programs, great standardization and company control of careers, and broad job rotation following the process of commercialization of developed technology. These practices facilitate human and informational exchange and sharing between basic laboratories and development departments as well as between R&D and marketing department which contribute to the ket competitive advantage of Japanese products. But recently Japanese firm are forced to change their HRM practices. They face some srious problems in continuing their long0standing strategy of being a rapid and skillful‘ technology follower’,drawing on the basic research performed in the advanced nations and embodying it in products that are produced with high quality at relatively lower cost. There is a growing trend of strengthening basic research among Japanese firms today. In accordance with the emphasis on basic research, Japanese firms have been adopting new HRM practices for scientists and engineers which are in the opposite direction of the traditional one. These newly developed practices stress on individual vitality rather than group cohesiveness from the fusion of individual difference. These include heterogeneity of work group, multiple career paths to be chosen by individuals, incentive plan based individual performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.2 no.3
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• pp.61-102
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• 2007

This study empirically analyzed how human resource management(HRM) practices affect the performance of venture firms using The results of the study are as follows: First of all, several HRM practices were found to affect organizational performance significantly. Specifically, ${(1)}$ recruitment and selection practices were negatively related to turnover, which seemed to mean that effective staffing including development of good recruitment pools and rigorous selection process lower turnover, and ${(2)}$ training and development, compensation, and labor-management relations were positively related to subjective performance of the firms, which implied that as the venture firms provide more opportunities of training and development to employees, provide compensation on the basis of performance, and develop cooperative labor-management relations, the subjective performance of the venture firms Increases. Secondly, negative interaction effects were found to exist between competitive strategies and HRM practices on organizational performance. Specifically, ${(1)}$ the interaction between differentiation strategy and compensation were significantly related to turnover, ${(2)}$ HRM planning and training and development interacted with differentiation strategy to significantly affect subjective organizational performance, and ${(3)}$ HRM planning, selection, training and development, compensation and communication practices interacted with technology innovation strategy to affect subjective organizational performance. So far, there have not been many studies which deal with HRM practices of venture firms in Korea. Thus, it is hoped that this study stimulate more research efforts on theory development and empirical studies on HRM practices of venture firms. Also, it is hoped that government conduct more policy studies and provide more resources in HRM area of the venture firms. Specifically, it is suggested that government take proactive steps to improve industrial skilled staff and technical researcher systems in order to alleviate the problems of workforce shortages in venture firms. And it IS also suggested that regional human resource development programs be introduced with the participation of the firms, local governments, and universities.