Identifying HRM practices for disabling destructive deviance among public sector employees using content analysis

Purpose– The purpose of this paper is to investigate the effect of specific human resource management (HRM) practices on knowledge sharing behaviour among employees of knowledge intensive firms (KIFs).Design/methodology/approach– Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional data set comes from a sample of 390 employees of 19 KIFs. Confirmatory factor analyses were employed to evaluate the reliability and validity of the measurement model and the research model was tested using structural equation modelling.Findings– The results suggest that collaborative HRM practices have a direct positive effect on employees’ knowledge sharing behaviour. Surprisingly, the authors find that employees’ knowledge sharing behaviour is independent of reward systems and employees’ recognition. The authors suggest that organisational learning environments based on collaborative HRM practices can help employees’ knowledge sharing behaviour and improve the capability of both individual and organisational capability.Research limitations/implications– Knowledge-sharing behaviour is examined using specific HRM practices. Findings should be confirmed using a larger sample, as well as through longitudinal study.Practical implications– This study will be beneficial for researchers, practitioners, scholars, organisational leaders and employees. It will also be helpful for those interested in organisational structure and relationships across organisations in knowledge context.Originality/value– This study makes a valuable contribution, given that there is a lack of empirical studies of this nature focusing on the South-East Asian region. The findings are more interesting given that the current study is based on employees’ perceptions.

The objective of this study is to examine the relationship between Human Resource Management (HRM) practices and employee engagement within the context of nurses in public hospitals in Malaysia. Prior studies have investigated several factors that influence employee engagement in Malaysia. However, the present study specifically concentrates on examining the relationship between HRM practices and employee engagement. The study encompassed a sample of 330 nurses employed in public hospitals in Malaysia. Data analysis was performed using Statistical Package for Social Sciences (SPSS) software version 25. The study revealed that the implementation of three specific HRM practices, namely career development, employee participation, and training and development, had a positive and significant effect on employee engagement. The findings have the potential to offer useful insights to decision-makers within healthcare organizations in Malaysia. Specifically, these insights can inform the development of effective HRM strategies aimed at enhancing employee engagement among nurses. Moreover, this study offers suggestions for future research and recommendations for the authorities to strengthen human resource policies pertaining to the healthcare sector in Malaysia.

The effects of lean manufacturing on worker health remain poorly understood. Although recent studies show a moderating role of human resource management (HRM) practices on this relationship, they focus only on some specific HRM practices and do not grasp their effects on the different phases of the lean adoption process. By considering lean manufacturing as a managerial innovation, the objective of this paper is to explore the relationship between lean, HRM practices, and worker health according to the firm’s lean maturity (i.e. intensity of usage and stage of adoption). The results, based on three case studies of French industrial firms, show that the effects of lean practices on worker health should be assessed in light of the combination of lean and HRM practices that differ along the lean process.JEL Codes: M10, M11

The impact of Human Resource Management (HRM) practices on performance behavior and job satisfaction have drawn much attention around the world over the past 25 years (Khera, 2010; Savaneviciene& Stankeviciute, 2012).Past researchwas conducted on either HRM practices and job satisfaction or HRM practices and employee performance. Researchers in the study try to integrate both the topics in a single edge. Covering the existing research gap, the study aims at to predict high school teachers' operational performance on HRM practices and notice whether the job satisfaction mediates the relationship between HR practices and operational performance. The research is a non-experimental study utilizing structured questionnaires. During the survey, information confidentiality and respondents' anonymous were established. The study has adopted the cross-sectional survey approach and investigated 140 teachers from 14 high schools, located at Sylhet City, Bangladesh. A three-step hierarchical regression model was fitted to regress operational performance on control variable, HRM related independent variables as well as job satisfaction to know the variance explained by each step and to test the effect size. Further, three mediation models were also developed to delineate how HRM practices i.e., discipline and compensation were related to operational performance through job satisfaction. In doing so, mediating role (either complete or partial) of job satisfaction was examined. Results revealed that training and development, discipline and compensation significantly predictedhigh school teachers' perceived operational performance effort; and job satisfaction has shown both partial and complete mediation effects in the relationships between HRM practices and operational performance. Moderating variable,viz., gender did moderate none of relationships among independent, mediator and predicted variables. Thus, school teachers' operational performance and job satisfaction resultant from HRM practices do not differ significantly by gender status. The key implication of the study is assisting the management committee of higher secondary schools in focusing on specific HRM practices to draw out school teachers' performance effort. And all HR practices more or less important for educational institutions but to boost up employee performance effort training & development, discipline and compensation system are more imperative.

Purpose This study aims to conduct a comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises within India, a large emerging economy. It also highlights the distinct institutional arrangements that potentially influence the employment practices of these organizations. Design/methodology/approach Data were collected from a diverse sample of domestic and multinational enterprises in India. The study utilized multivariate analysis to examine HRM practices, focusing on training and development, incentives and rewards and retention practices. Findings Contrary to initial expectations, the results indicate that DEs place significantly more emphasis on HRM practices than MNEs. This finding suggests that organizational scale and global presence do not consistently translate into a greater emphasis on critical HRM parameters. Instead, DEs leverage their local market knowledge and understanding of cultural and institutional nuances to prioritize effective HRM strategies. Research limitations/implications The study did not categorize the nationality of MNEs, which could reveal how different cultural contexts impact HRM practices. It is possible that MNEs headquartered in distinct cultural contexts may exhibit varying behaviors compared to enterprises based in different cultural environments. Additionally, while our findings reveal that domestic enterprises prioritize certain HRM practices over multinational firms, the question remains whether this emphasis translates into favorable organizational performance outcomes. Practical implications Both multinational and domestic enterprises should tailor their HRM practices to align with local dynamics and institutional arrangements. DEs can use their emphasis on HRM practices as a competitive advantage in attracting and retaining local talent, while MNEs should enhance cross-cultural competence to better integrate within different national contexts. Originality/value This study introduces a critical rethinking of HRM practices by illustrating the unique ways DEs and MNEs navigate institutional complexities within India. Unlike traditional assumptions that emphasize the superiority of MNE practices, this research uncovers how DEs strategically leverage local institutional knowledge to outperform MNEs in HRM dimensions. By embedding these findings within institutional theory, this study extends the theoretical discourse on organizational adaptability in emerging markets and provides actionable insights for aligning HRM strategies with local institutional contexts, fostering a comprehensive understanding of HRM dynamics across diverse economies.

This study attempted to narrow the dearth in the literature with regard to the influence of human resource management (HRM) practices on employees. The study, using a sample of clerical front liners in service-based cooperatives in West Malaysia revealed that HRM practices (training and development, performance appraisal, communication and participation, and rewards) had a significant direct positive and indirect positive relationship with employee performance. The indirect relationship was mediated by affective organisational commitment. In contrast, HRM practices only had an indirect relationship with turnover intention, mediated by affective organisational commitment. Affective supervisory commitment did not mediate the relationship between HRM practices and employee performance nor the relationship between HRM practices and turnover intention. The results suggested that HRM practices can enhance employee performance directly as well as indirectly, through fostering affective organisational commitment. In addition, HRM practices can reduce turnover intention only indirectly through enhancing affective organisational commitment.

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

This study examined Human Resource Management (HRM) practices, professional development, and work-life balance among employees at Local Universities and Colleges (LUCs) in Aklan, Philippines, during the academic year 2024–2025. Using a descriptive-correlational research design, responses from 206 employees across five LUCs-Altavas College, Batan Integrated College of Technology, Balete Community College, Libacao College of Science and Technology, and Malay College were analyzed through purposive sampling. Data were collected via a validated survey instrument and analyzed using SPSS. Findings revealed a highly educated workforce with a diverse mix of permanent, contractual, and job-hire employees. HRM practices were well-implemented, ensuring fair evaluations and inclusivity, though on boarding and performance recognition required improvement. Professional development initiatives were rated positively, but resource allocation needed enhancement. Employees reported a very high work-life balance, effectively managing professional and personal commitments, though short breaks during workdays remained a concern. While HRM practices and work-life balance showed no significant differences across demographic groups, employment status shaped professional development, with job-hire employees reporting the highest engagement. Correlation analysis revealed weak and non-significant relationships among HRM practices, professional development, and work-life balance, indicating that these factors functioned independently rather than as an integrated framework for employee well-being. These findings offer valuable insights for LUC administrators, HR managers, and policymakers in refining workplace strategies to foster sustainable workforce development.

Due to the demographic change in age, societies, firms, and individuals struggle with the need to postpone retirement while keeping up motivation, performance, and health throughout employees’ working life. Organizations, and specifically the Human Resource Management (HRM) practices they design and implement, take a central role in this process. Being influenced by macro-level trends such as new legislation, organizational HRM practices affect outcomes such as productivity and employability both at the firm and individual level of analysis. This editorial introduces the Special Issue on “Age-related Human Resource Management Policies and Practices” by conducting an interdisciplinary literature review. We offer an organizing framework that spans the macro-, meso-, and individual level and discusses major antecedents, boundary conditions, and outcomes of age-related HRM practices. Further, we propose a typology of HRM practices and discuss the role of individual HRM dimensions versus bundles of HRM practices in dealing with an aging and more age-diverse workforce. Building on these considerations, we introduce the eight articles included in this special issue. Finally, taking stock of our review and the new studies presented here, we deduct some recommendations for future research in the field of age-related HRM.

The importance of human resource management (HRM) practices to improve organizational attitudes and behaviors is not yet widely acknowledged. However, is not clear whether the effect of HRM practices on outcomes vary depending on the level of specific personal resources. The present paper aims to examine the relationship between HRM practices and work engagement by focusing on the moderating role of adaptability. We used cross-sectional data with surveys from 1219 Italian employees in public, private, and non-profit organizations. The results of structural equation models (SEM) showed that HRM practices were positively related to work engagement overall for employees with low adaptability. Therefore, adaptability moderated the relationship between HRM practices and work engagement. In terms of originality, this study is based on the paucity of empirical studies linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between the perception of HRM practices and work engagement, as well as how adaptability moderated this relationship. These findings are discussed in terms of their theoretical and practical implications for HRM.

The central topic of the paper is talent management. It is a highly topical subject matter in science and theory of business management, particularly human resource management. Attracting and retaining talented employees has become one of the key roles of modern human resource management. The paper aims to provide an analytical view of the use of selected innovative human resource management (HRM) practices through a comparison of companies that implemented talent management practices and companies that did not implement talent management practices. In addition to processing the theoretical basis of talent management, the paper presents the research results carried out on a sample of 187 Slovak companies. Primary data were collected in person and through a questionnaire from January to June 2021. The research aimed to determine the current state of implementation of talent management practices in the Slovak Republic and verify the existence of statistically significant differences in the rate of use of selected innovative HRM practices methods between companies that implemented talent management practices and companies that did not implement talent management practices. For the research purposes, HRM practices directly related to the acquisition, development, and retention of talented employees were selected, particularly training and development, evaluation of individual performance, and remuneration. In the case of HRM practices, the research focused on methods used in the implementation of individual practices. In contrast, the rate of use of each method was determined on a Likert scale 1-5, with a value of 1. It expresses a low rate of use of the method and a value of 5 a high rate of use. To meet the aim of the research, research hypotheses for individual HRM practices were tested, in particular the H1 (training and development), H2 (performance evaluation), H3 (remuneration). For each HRM practice, three partial hypotheses were tested. The Mann-Whitney U test at a significance level of 5% was used to test the hypotheses, i.e., to determine statistically significant differences between the companies that implemented talent management practices and companies that did not implement talent management practices. The research results confirmed statistically significant differences in the use of selected HRM practices between companies that implemented talent management practices and companies that did not implement talent management practices in the case of 8 variables. In the case of 1 variable, the hypothesis was not confirmed.

PurposeThis study aims to examine the impact of employees' satisfaction with human resource management (HRM) practices (i.e. training satisfaction, performance appraisal satisfaction and pay satisfaction) on work engagement and subsequently employee turnover intentions. The mediating role of work engagement between employee satisfaction with HRM practices and turnover intentions is also assessed.Design/methodology/approachData were collected from Malaysian oil and gas (O&G) professionals. A total of 442 useable questionnaires were obtained for the final data analysis. Partial least squares structural equation modeling (PLS-SEM) was performed to test the hypothesised relationships.FindingsThe findings indicate that training satisfaction and performance appraisal satisfaction are the key drivers of employee engagement at work. Work engagement in turn has a negative impact on employee turnover intentions. Furthermore, work engagement mediates the relationship between employees' satisfaction with HRM practices (i.e. training satisfaction and performance appraisal satisfaction) and turnover intentions. Nevertheless, it did not have any mediating effect on pay satisfaction and turnover intention.Practical implicationsTraining plans should be designed to make the relevant jobs more attractive and fulfilling, thus increasing employees' level of work engagement. Besides, ensuring that the appraisal system is fair is pivotal to work engagement. Work engagement will cultivate a strong sense of emotional attachment between employees and employers, thus reducing the turnover intention of Malaysian O&G professionals.Originality/valueTo date, little has been done on employees' satisfaction with HRM practices with respect to their attitudinal and behavioural outcomes. The present study enhances our understanding of the importance of employees' satisfaction with HRM practices and its relation to employees' work engagement and turnover intentions.

School heads influence teacher performance through the implementation of effective human resource management (HRM) practices. However, the way teachers emotionally experience their work may affect how these management practices influence their performance. This study examined the role of teacher emotional states in the relationship between school heads’ HRM practices and teacher performance in Caluya Zone II elementary schools during School Year 2025–2026. The study employed a quantitative descriptive–correlational research design. With purposive selection of 100 elementary teachers from seven public elementary schools as respondents. Data were collected through structured survey questionnaires measuring school heads’ HRM practices, teacher emotional states, and teacher performance. Data were analyzed using descriptive statistics, correlation, and regression analysis. Results indicated that school heads implemented HRM practices at high levels, while teachers demonstrated satisfactory to very satisfactory performance. Teachers generally reported positive emotional states. Findings revealed a significant relationship between HRM practices and teacher performance, with teacher emotions playing an important role in influencing how these practices affect performance. The study highlights the importance of supportive leadership and initiatives that promote teachers’ emotional well-being to enhance professional performance and improve educational outcomes.

Research aims: This study aims to investigate the influence of Human Resource Management (HRM) practices on employee performance, with job satisfaction serving as a mediating variable, within the context of Micro, Small, and Medium Enterprises (MSMEs) in Indonesia.Design/Methodology/Approach: Data were collected using structured questionnaires distributed to owners and employees of MSMEs in Indonesia. The sampling technique used was purposive sampling, resulting in a total of 130 valid responses. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) with the assistance of SmartPLS 4 software.Research findings: The results of the study indicate that HRM practices have a positive and significant effect on employee performance. Furthermore, job satisfaction significantly mediates the relationship between HRM practices and employee performance. These findings suggest that enhancing HRM practices can increase employee job satisfaction, which in turn leads to improved performance.Theoretical Contribution/Originality: The findings of this study can serve as a valuable reference for policymakers in designing programs and policies that support the enhancement of HRM practices within the MSME sector. Strengthening HRM practices can contribute to increased employee satisfaction and performance, which in turn promotes the overall growth and competitiveness of MSMEs in Indonesia.Practitioners/Policy Implications: The practical implication of this study highlights the importance for MSME managers to implement effective HR strategies aimed at enhancing employee job satisfaction. By prioritizing well-structured HR practices, MSME managers can foster a more motivated and productive workforce, thereby improving overall organizational outcomes.Research Limitations/Implications: This study focuses primarily on HRM practices and job satisfaction as the main variables influencing employee performance. However, it acknowledges that employee performance is also affected by other important factors, which were not examined in this research. Future studies are encouraged to explore these additional variables to provide a more comprehensive understanding of the determinants of employee performance within the MSME sector.

Recent studies have examined the impact of human resource management (HRM) practices on workplace performance. Most find that the adoption of a coherent system of new HRM practices such as flexible job definitions, cross-training and work teams, along with extensive reliance on incentive pay, results in substantially higher levels of productivity than more traditional HRM practices. Studies have found that there is a correlation between HRM systems and labour productivity. We find that greatest contributor to labour productivity is the employee’s wage is congruent with the literature. The literature to date has shown that HRM practices in isolation may increase productivity or may reduce productivity because they have an inefficient side to them. Our study shows that when aggregated, HRM practices reduce productivity in Canada. Somewhat surprisingly, when combined with benefits, they increase productivity substantially. The main message from the aggregate productivity regressions is that: HRM by itself reduces productivity while HRM with BENEFIT increases productivity. Training by itself increases productivity and training with HRM also increases productivity. Wages clearly have the greatest impact on voluntary quits. HRM is not found to be statistically significant in the reduction of voluntary quits.