Vulnerable work and international migrants: a relational human resource management perspective
Luciana Turchick Hakak and Akram Al Ariss
The International Journal of Human Resource Management, 2013
: Country context will determine the type of network ties that are valued,the importance of ties in society and in the workplace and the strategies that individuals are expected to undertake in order to forge these ties.
THE RELATIONSHIP BETWEEN HUMAN RESOURCE PRACTICES AND
EMPLOYEE RETENTION IN PUBLIC ORGANISATIONS: AN EXPLORATORY
STUDY CONDUCTED IN THE UNITED ARAB EMIRATES
Edith Cowan University
Proposition 1:Good HR practices will be positively related to organisational commitment
Proposition 2: The relationship between HR practices and turnover will be mediated by organisational commitment.
Proposition 3: National culture moderates the effects of leadership behaviour on organisational commitment and job satisfaction.
Proposition 4: Organisational commitment mediates the relationship of leadership behaviour with job satisfaction
Proposition 5:National culture affects organisational culture coupled with job satisfaction
Proposition 6: Employees’ organisational commitment will be negatively related to employee turnover.
Proposition 7: National culture and labour market conditions have a direct influence on employee retention.
Strategic human resource management: what does it mean in practice?Ken Lovell
Southern Cross University, 2009
Proposition 1: Senior managers who adopt a ‘best practice’ conception of SHRM will try to implement HRM practices based on a universal model derived from external sources.
Proposition 2: Senior managers who adopt a ‘contingent’ conception of SHRM will have a procedure in place whereby HRM practices are intended to be deliberately aligned with a broader organisational strategy.
Proposition 3a: Managers will try to acquire any valuable resources that they perceive are being used by competitors as a source of competitive advantage.
Proposition 3b: If valuable resources that are providing an advantage to competitors cannot be acquired, managers will try to imitate the resource or find a substitute that provides an equivalent advantage.
Proposition 4: To the extent that any senior management resources are devoted to HRM, they will focus on valuable resources that competitors will find difficult or impossible to imitate and for which no substitute is easily available.
Proposition 5: Management’s attempts to create organisational culture or complex capabilities as valuable resources are likely to be tentative and accompanied by unintended consequences.