For this project, imagine you have been asked to develop a training program for several project groups within your organization. The project groups have been experiencing difficulties in meeting objec
Running Header: JOURNAL/ARTICLE REVIEWS
WEEK-5
HRM 6010
ADVANCED ORGANIZATIONAL BEHAVIOR
Prof. Marry Brooks
Alpitabahen Patel
J02063909
06/07/2020
Article 1: When CSR is a social norm: how socially responsible human resource management affects employee work behavior
Hypothesis
Generally, the article shows the relationship that is found between CSR (Corporate Social Responsibility) and employee behavior when subjected to SRHRM (Socially Responsible Human Resource Management) and the results of performance from individual and organizational identification as a mediator.
Samples
Participants
There were thirty-five selected companies in manufacturing from China in 2010. The 35 companies consisted of 31 privately owned and four joint ventures. Each company provided 50 employees for participation.
Sampling method
Selection of companies was based on those that published social reports which are considered as reliable sources from their efforts in developing and implementing official SRHRM policies. The managers were requested to select participants randomly, and each of the selected employees of the organization were to ask five members of their peers to rate them strictly based on their behaviour. The selection was made from non-managerial to senior management positions.
Variables and measures
The study was rated by 5 point scale for all the available variables that range as from 1 to 5 ("strongly disagree to agree strongly") prompts respectively.
There were dependent variables such as task performance measured from the supervisor’ views on employees and colleagues and voluntary helping behavior. The featured independent variables constituted on employee identification and perception of the company and the support they receive from the company.
Research design and method
After recruitments were made, meetings were conducted where 785 questionnaires were distributed and collected for responses. Variation in responses resulted in furthering investigations that ensured there is no bias. After that analysis of responses was conducted.
Results
The results supported the hypothesis of the analysis, where it indicated SRHRM is directly linked to extra-role helping behavior and performance. The results also provide insights on how production workers exercise discretion on task performance but minimum preference on extra-role helping behavior on their colleagues.
Summary
It is evident that organization identification is related to task performance and act as a mediator between SRHRM and performance. The findings show that employee behaviour is influenced by organizations environment; therefore, might CRS can be used to minimize the threats.
Application in management
CSR is an essential aspect of organizational competitive advantage by addressing employees’ concerns. Therefore HR can facilitate suitable SRHRM policies for recruitment of socially responsible loyal employees.
Article 2: Employability and talent management: challenges for HRD practices
Hypothesis
The study highlights the challenges of quantifying a talent and identifying the relevant talent development processes for employment fit.
Samples
Participants
The author used discussion materials that addressed talent and the challenges relevant to talent identity with a vast collection of articles from previous researches, books and testimonies.
Sampling method
The author reviewed other studies to have focused on talent management without addressing the quantification of the substance in the talent to be developed and managed. Therefore, the study model in this paper focused on the individual, institutional and social dimensions when defining ability.
Variables and measures
The research analyzed the concepts deeply on talent management as regarded by Human Resource scholarly and practices based on reviews of literature that show perspectives of talent management and challenges in defining talent; additionally, the concept of employability focusing on relationships between education and productivity where learning and knowledge are central to conceptualize employability and expertise.
Results
Employability influences the performance of employees where it is driven by competence concepts associated explicitly to a company and profession. Furthermore, talent is favourable to employability, but the context of employability it is more complicated than ability.
Summary
Talent is related to employability accustomed by personal traits that are difficult to define other than technical abilities. This has influenced the recruitment interviews questions, placements on job positions by the HR and individual investments on the development of employability programs such as learning and career planning
Application in management
This study is essential in HR in developing a system of identifying talent for nurturing and sustainable development for the future workforce of the company.
Article 3: Human resource management and employee well-being: towards a new analytic framework
Hypothesis
The article provides an alternative framework for HRM to promote priority practices of enhancing the well-being of employees as opposed to other models of mutual gains that are proved to hinder performance by putting employee issues as secondary priorities.
Samples
Participants
This article is featured with literature materials that address HR practices of enhancing job security, HRM models, employees’ well-being and positive employment relationships.
Sampling method
The literature samples consist of the comprehensive argument of ethical cases surrounding employees’ well-being as well as tools considered efficient for enhancing or affecting the working environment. There are also literature reviews for practices for HR that are aimed at improving performance but become intense for employees to handle.
Variables and measures
The literature materials are analyzed on theories and research premises that prioritize policies and whether they address employees’ well-being. There is also an analysis of psychological definitions of well-being in terms of social, mental or physical conditions of the employee.
Results
The article provides insights on how HR practices, research and theories have not prioritized the well-being of the employee leading to low performance and derailed attitudes towards the employer. The article further provides analytic recommendations on several HR practices that would enhance positive relationships and the well-being of employees.
Summary
The key argument of these findings is that HR practices, policies and research have neglected the promotion of employees' well-being due to failure of prioritization of their concerns.
Application in management
This research can be applied to organizations' HRM to adopt strategies of providing coherent mutual gains and well-being of employees.
References
Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of Management, 42(6), 1723-1746
Garavan, T. N., Carbery, R., Rock, A., Nilsson, S., & Ellstrom, P. E. (2012). Employability and talent management: challenges for HRD practices. European Journal of Training and Development.
Guest, D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38.
