The paper seeks to provide a theoretical foundation and empirical evidence on the impact of HRM fit on citizenship and task performance (CTP) of employees.
Abstract
Purpose
The paper seeks to provide a theoretical foundation and empirical evidence on the impact of HRM fit on citizenship and task performance (CTP) of employees.
Design/methodology/approach
A range of recently published articles were critically reviewed in order to argue that HRM fit is useful to address issues of substandard CTP. A hybrid type of research design was adopted to collect both quantitative and qualitative data through questionnaires and interviews. Analysis is based on 433 survey responses gathered from employees and managers of seven manufacturing companies in Sri Lanka.
Findings
The findings provide evidence not only to confirm the HRM fit hypothesis (which states that the higher the HRM fit, the greater the performance) but also to negate the said hypothesis in relation to some HRM practices. It is also revealed that HRM fit does not matter to the majority of HRM practices examined, and that HRM fit is more important for citizenship performance (CP) than for task performance (TP).
Research limitations/implications
The findings represent the Sri Lankan manufacturing sector sample only. The selection of HRM practices was limited to the HRM typology of Schuler and Jackson. The extent to which person‐organisation fit may change for individuals over the course of their employment was not considered.
Practical implications
The paper addresses the issue of transferability of HRM practices and aids practitioners to assess the impact of person‐organization fit on specific HRM practices. The relationship between the HR planning and control system and CTP sends signals for practitioners to consider the incorporation of HRM fit concept in selection, training and development, and the design of HRM systems.
Originality/value
The paper presents an exploration of the HRM fit concept and CTP and provides empirical evidence in a developing country context. An innovative analytical approach that addresses several person‐organisation fit methodological issues is presented, which could contribute to the current knowledge and future research.
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Anil Chandrakumara and Paul Sparrow
This study extends the contention that national culture affects human resource management (HRM) policies and practices and explores meaning and values of work orientation (MVWO…
Abstract
This study extends the contention that national culture affects human resource management (HRM) policies and practices and explores meaning and values of work orientation (MVWO) as an element of national culture in predicting HRM policy‐practice design choices. The data were obtained in a sample of 487 employees in domestic and foreign‐invested firms (FIF) in Sri Lanka. Eight distinct MVWO patterns emerged from the sample. Twenty‐six HRM design choices were clustered into four components: planned and open career and empowering system, qualifications and performance based reward system, generic functional perspective of job‐person fit, and job‐related competence and rewards. All the four HRM preference practices are influenced by MVWO. The evidence suggests MVWO relativity of HRM design choices in Sri Lankan context. The question of transferability of empowering and performance management to developing countries becomes evident. Moreover, MVWO relativity of HRM design choices is relatively high in FIF, reflecting that the “type of ownership” can have an impact not only on actual HRM practices but also on preferred HRM practices in FIF. The existence of business in the long‐run and host government expectations also seem to be important factors in understanding HRM preferences in FIF. Theoretical and practical implications for international HR managers are discussed.
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This paper aims to report on the IFSAM (International Federation of Scholarly Associations of Management) 2012 conference, held in Limerick, Ireland, on 26‐30 June 2012.
Abstract
Purpose
This paper aims to report on the IFSAM (International Federation of Scholarly Associations of Management) 2012 conference, held in Limerick, Ireland, on 26‐30 June 2012.
Design/methodology/approach
The paper summarizes the conference, including keynote presentations and conference sessions.
Findings
The author concludes that the conference was a very enriching and rewarding experience, and allowed participants and experts every opportunity to create an interpretive environment for learning.
Originality/value
This paper provides a detailed report and summary of the IFSAM (International Federation of Scholarly Associations of Management) 2012 conference.
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Michael J. Morley and David G. Collings
This paper focuses on the debates about globalisation – its nature and impact – and the significance of multinational companies in the global economy. Introduces the special issue…
Abstract
This paper focuses on the debates about globalisation – its nature and impact – and the significance of multinational companies in the global economy. Introduces the special issue of the International Journal of Manpower, based on selected papers presented at the 7th Conference on International Human Resource Management hosted by the University of Limerick in June 2003, which focused on the issue of HRM and its transferability in such corporations. The MNC is viewed as the vehicle by which dominant HR policies and practices are transported across national boundaries and the papers shed light on the likelihood of, and limits, to this transfer. In order to contextualise the debate, the paper begins by outlining the extent to which human resource management remains a key issue for multinational corporations and, in advance of introducing the five papers in this special issue, summarily charts some of the key research trends emerging in the literature on international human resource management (IHRM).