新常态下的敏捷人力资源管理实践和员工组织成果:来自印度和泰国的证据

IF 3 Q2 MANAGEMENT
Sarawut Pathomphatthaphan, Simanchala Das, Lalatendu Kesari Jena
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引用次数: 0

摘要

跨文化研究的目的有三个方面:(1)检验敏捷战略人力资源管理(ASHRM)实践在员工生命周期的每个阶段对员工成果的影响,(2)调查员工成果-组织成果的联系,(3)探索组织成果与社会共享价值观之间的联系。该研究采用随机抽样的方法,选择了在食品加工企业工作的674名管理人员(358名来自印度,316名来自泰国)。为了收集数据,对受访者分别进行了结构化问卷调查。利用PLS-SEM对研究假设和相关研究模型进行验证。多组分析(MGA)结果表明,印度和泰国样本在敏捷人力资源管理实践、员工成果、组织成果和共同价值观方面存在显著差异。然而,组织结果对社会共同价值观影响的差异被发现是微不足道的,这表明组织结果对两国的共同价值观有相似的影响。实践启示敏捷战略人力资源实践,特别是人才获取、学习和发展、奖励和认可,必须与特定国家的文化保持一致,以提高工作满意度、员工敬业度和员工生产力,这将改善组织成果,如盈利能力和客户满意度,最终增强对社会的共享价值。这种比较分析也将有助于印度和泰国食品部门根据ASHRM模式制定新的战略或改变现有的战略。该研究从跨文化的角度提供了一个创新的ASHRM框架,可以帮助组织采用敏捷的人才获取、职业发展和离职策略,以在动荡的国际商业环境中茁壮成长。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Agile SHRM practices and employee-organisational outcomes during new normal: evidence from India and Thailand
Purpose The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society. Design/methodology/approach The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models. Findings The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries. Practical implications The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model. Originality/value The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.
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来源期刊
CiteScore
5.20
自引率
9.10%
发文量
31
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