• Asia Pacific Journal of Business Review
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• v.6 no.2
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• pp.1-26
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• 2022

This study uses the human resource management (HRM) practice and ability, motivation, and opportunities (AMO) theory and corporate social and environmental responsibility, to explore the effects of environmental responsible human resource management practice (ER-HRM) on energy-intensive manufacturing's green technology innovation and organizational effectiveness. A self-completed questionnaire was administered to managers of energy-intensive manufacturing in the Lao PDR. The data was collected from 198 managers of energy-intensive manufacturing for analysis. We used structural equation modeling (SEM) by smart PLS 3.0 to test the hypotheses in this research. The findings have shown a strong direct and positive impact of the environmental ability, motivation, and opportunity of ER-HRM practice on green technology innovation and organizational effectiveness. The ability of ER-HRM practice has the highest influence on green technology innovation and organizational effectiveness. The findings also prove the partial mediation of green technology innovation links ER-HRM with organizational effectiveness. This research is expected to identify the influences of ER-HRM in energy-intensive manufacturing to achieve innovation and performance while reducing emissions.

• Health Policy and Management
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• v.22 no.4
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• pp.676-695
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• 2012

This study purposes to examine the relationship between high performance-HRM system of medical doctor and the effectiveness of hospital. The high performance-HRM practices were derived from reviewing the literature of SHRM(Strategic Human Resource Management) and investigating some cases of Korean leading hospitals. The result reveals that the high performance-HRM system of medical doctor is significantly related with subject measurement such as financial performance, employees' turnover, and customer(patient) satisfaction. Moreover, it is positively related to objective performance such as hospital's profit growth, yearly patient growth. Based on the result, the academic and practical implications are suggested and then the limitation and further research directions are discussed.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.2
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• pp.1-17
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• 2022

Purpose - This exploratory study analyzes the performance of the business from the HRM point of view. Analyzed the influence of HRM and organization effectiveness on business performance. Also moderating effect of the strategy is analyzed. Research design, data, and methodology - Two outcome variables are measured, non-financial performance and financial performance. Two organizational effectiveness variables are measured, job satisfaction and organizational commitment. And two HRM areas are measured, HRM practice and organizational culture. Finally, two strategies are measured as moderators, market strategy and product/service strategy. This study analyzed employees of 554 from the 7th HCCP. This study used SEM and MCFA. Result - The results of turnover intention, growth rate, and profit rate verified the influence of HRM and organizational effectiveness. Overall results showed a contrary effect of education & training system implement and participation on job satisfaction and organizational commitment. Among organizational culture, innovation and relation positively affect job satisfaction and organizational commitment. However, antecedents influencing turnover intention, growth rate, and profit rate bear no resemblance. And the MCFA result shows that strategy's group differentiation analysis is meaningful in turnover intention not in financial performance. Conclusion - Based on this study result, management suggestions for turnover intention, growth rate, profit rate, and organizational effectiveness are made. Especially, due to the company's strategy.

• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.4
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• pp.1-15
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• 2021

Purpose - In a difficult time for a firm, it seems impossible to change circumstances by a firm. Nevertheless, the firm must do whatever it can do by however it can do. Therefore, the purpose of this study is to analyze the effect of HRM practice on organizational effectiveness with the status quo of the firm as a moderator. Based on the result of this study, the managerial implication could be suggested as a contextual response to each status quo of the firm in improving and managing organizational effectiveness by HRM practice. Research design, data, and methodology - This study measured organizational effectiveness with employee satisfaction and organizational commitment. HRM practice includes two HR management areas, HR system, and HR attitude. HR system includes education & training and additional wage welfare. HR attitude includes employee stress and empowerment. As for the status quo of the firm, this study considered three construct; firm feature, strategic feature, environment change feature. This study analyzed 397 employees of 24 company data from the 7th HCCP of KRIVET. Result - Hypothesis 1 through Hypothesis 3 were partially supported. The results of this study suggest that to increase organizational effectiveness(job satisfaction and organizational commitment), employee stress and education & training participation need to be managed. And circumstance of an organization as given the Status Quo of the firm needs to be managed differently like firm size, environment change in demand, and technology. Conclusion - This study suggests best-practice implications based on the result between HRM practice and organizational effectiveness. And also suggest differentiation in management to increase the best-fit in management.

• 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.

• Land and Housing Review
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• v.7 no.3
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• pp.137-145
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• 2016

This study aims to empirically verify the positive impacts of PB(performance-based) HRM on the organizational effectiveness in a public corporation. The independent variables are 'PB staffing', 'PB appraisal', 'PB compensation'. The dependent variables are 'JS(job satisfaction)', 'OC(organizational commitment)'. The results are as follows. 'PB staffing' shows positive impact on both 'JS' and 'OC', but 'PB compensation' doesn't show positive impact on both 'JS' and 'OC'. Also, it is found that both 'PB appraisal' and 'PB compensation' do not show positive impact on 'OC'. 'PB appraisal' shows positive impact on 'JS', though. From the empirical analysis, the positive effects of the PB-HRM on the organizational effectiveness are partially verified. It is thought that these mixed results are originated from the particular situation in which the surveyed corporation is placed. After the merger of the corporation in 2009, even though it has introduced various PB-HRM systems, it has been through a harsh time such as wage freeze and return as measures of business normalization. This organizational situation may influence the verification of effectiveness of the normal PB-HRM.

• Journal of Industrial Convergence
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• v.2 no.2
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• pp.3-30
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• 2004

This study intends to closely examine an evaluation of effectiveness of the HRM associated with interactions among employees(I), purpose recognition(P), role feedbacks(R), and motivative compensation(M). The following is a summary of the results of this research: From the study of the actual situation of the human resource management by the Korean firms, it appeared that the form of existence of vision systems possessed the form of having been written as documents and co-shared. And, although, in the area of motivation endowment and feedbacks, the level of motivation endowment regarding the comprising member by those in charge of departments and the level of reflection of the company's personnel policies in the execution of work by the departments were ordinary, the level of presenting the opinion of the departments regarding the company's personnel policies was shown to be low. And, the decisive elements of wages and the compensation standard were in the order of performance basis and long service. Also, it was analyzed that the leadership style of the CEO is the most important element that influences human resource management policies. And, it was analyzed that in the evaluation of the human resource management area the roles regarding evaluation and compensation, especially, the mutual interactions of the comprising members, feedbacks, and improvement activities are inadequate. And the managerial implications are discussed.

• 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.

• Journal of Distribution Science
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• v.20 no.5
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• pp.119-127
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• 2022

Purpose: The purpose of this study is to analyze the Cost-Effectiveness Analysis (CEA) of wholesale and retail brokerage businesses in Korea. And give managerial implications and contribute to academics. Research design, data and methodology: This research empirically analyzes the relationship between expenses and business performance. As for business performance, this research considered two financial performances; sales and profit. As for antecedent variables, this research measured three cost investment expenses; human resource management (HRM), marketing (MKT) and corporate social responsibility (CSR). This research used frequency analysis, correlation analysis, stepwise regression analysis and curve estimation analysis. Results: The result shows that HRM and CSR positive significant influence on sales yet marketing negatively significant influence on sales. And for profit, HRM and CSR give a positive significant influence. However, marketing's influence was not significant. According to curve estimation analysis, the relation between individual cost and performance, best functional relation was all quadratic functions. Some results show ∩ shape and others show shape. Conclusions: Based on this study result, implications for practical management to Wholesale and Retail Brokerage companies in Korea. And the contribution to academics is expected. Also, based on the limitation of this study, future research is suggested.

• Knowledge Management Research
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• v.14 no.2
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• pp.137-154
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• 2013

In an ever-tougher competitive environment caused by globalization, domestic companies are increasingly adopting business strategies aimed at continuously securing competitive advantage by taking advantage of globally-competitive foreign professionals. Despite a persistent rise of such trend, domestic researches regard migrant workers as the socially underprivileged, and delve into the issue of migrant workers from the policy, welfare, and ethical perspectives. With a growing need to deal with migrant professionals from the strategic viewpoint - to acquire professional talent in an era of global competition, it becomes essential to verify the real effectiveness of migrant professionals. Yet, there has been relatively little discussion of it. This study assumes that based on th137e integration-learning perspective on diversity, the greater the number of foreign professionals, the greater the effect on organizational innovative performance. Also could be effective in managing diversity is diversity-friendly HRM which involves eliminating discrimination against migrant professional workers and treating them fairly. Based on the data collected from 72 domestic companies, this study conducted an empirical analysis of the impact of the percentage of foreign professionals in the total workforce on organizational innovative performance and of the moderating role of diversity-friendly HRM. The results show that the proportion of foreign professionals in the entire workforce has had no significant impact on organizational innovative performance, and that the proportion of foreign professionals in the total workforce and diversity-friendly HRM have had a interaction effect on organizational innovative performance. Based on these research results, the study attempted to interpret the significance of the proportion that migrant professionals make up of the total workforce and of diversity-friendly HRM in relation to organizational innovative performance, and their implications for diversity management.