International Journal of Organizational Leadership

This study examines the relationship between human resource practices and innovation in the banking sector of Vehari and the moderation effects of organizational culture on this relationship. Structured questionnaires were used to collect data from respondents. Overall, 276 questionnaires were distributed and received back 151 (response rate 54%). The independent variable has six human resource practices: Reward strategy, recruitment strategy, performance appraisal, career oriented trainings, performance oriented trainings and career management. The dependent variable is innovation in banks and the moderator variable is organization culture. This study found a partial support for the relationship between human resource practices and innovation with reward strategy, recruitment strategy. The performance appraisal was significant predictor of innovation and career management. The performance oriented trainings and career oriented trainings were insignificant predictors of innovation. The organization culture moderated this relationship negatively.

Hotel industry, as a service industry, is greatly dependent upon its employees. Recruitment and Selection practices constitute an important starting stage for hotels towards generating an efficient and productive workforce. The present study, by focusing on 5* and 4* hotels, examines the current trends in the implementation and effectiveness of recruitment and selection practices in the Greek hotel industry, controlling for class category, size and ownership. An inferential quantitative research design was used, and an online survey was conducted, using a seven–point questionnaire. The study concludes that hotel industry, at least in Greece, is still using old – fashioned and cost effective recruitment and selection methods. Findings also outline that 5* and 4* hotels do not differentiate their mix of methods used in recruiting and selecting future employees. Internal recruitment methods are mostly considered to be effective in contrast to external recruitment methods. While interviews and reference checks are listed at the top of the effectiveness list of selection methods. The findings of this research enhance industry understanding of the use and effectiveness of recruitment and selection methods and indicate the need for hotels of superior class to re–examine their recruitment and selection methods and adopt more contemporary ones in their mix.

This article intended to emphasize and explicate the conceptual framework of organizational agility that discusses organizational spirit, capability, flexibility, nimbleness, and speediness. Whereas, the key activities of HR specialists involved in operational matters are progressively observed as a source of competitive advantage in today’s severely competitive and fast changing markets. Similarly, it has been a competitive marketplace expansion; thus, nowadays, the situation is really difficult to enhance sustainable growth for the firms’ side. Hence, the purpose of this article is to reveal that HR strategy enables organizations or firms to understand the value of internal and external customers, knowledge of competitors, products, technology, and sources of competitive advantage. It is all important to ascertain that the success of a business is founded along the belief that an organization achieve competitive advantage by making use of its people adequately and efficiently. Therefore, this article exemplifies some research propositions that how firms can respond rapidly and flexibly to the changing environment without facing market turbulence. Following this, the research aims to understand whether organizational agility and value of HR can really create a difference and influence on business performance. Finally, the result of this study highlights the importance of organizational agility and human resource’s effectiveness which have an influence on enhancing organizational performance and competitive abilities.

In recent years, there has been a growing interest in talent management, but there is still considerable debate with regard to understanding of the meaning of talent. While talent management has been criticized for the lack of conceptual and intellectual foundation, this paper aimed at exploring the systematic approaches to talent management in Icelandic organizations. A qualitative study was performed and some interviews were conducted with 10 human resources managers. The results indicated that there were positive attitudes towards the talent management. Also, the interviewees described talent management as a rather new phenomenon within Icelandic companies. Talent management was defined by the managers as a powerful tool to monitor, attract, and develop their employees’ skills and retain new talent.

HRM is considered as a backbone for successful organizations and knowledge sharing plays a vital role for an organization to success globally. The purpose of the study is to understand the factors that contribute to knowledge sharing in an organization. This study explains how the effective training, fair compensation and performance appraisal affects the knowledge sharing. The impact of trust on relationship of HR practices and knowledge sharing is also examined. The study empirically analyzes the relationship between HR practices and the knowledge sharing and the strong effect of trust. The correlations, simple and multiple regression tests apply to data. Findings provide evidence of a positive and significant relationship between the HR practices and knowledge sharing in the presence of trust. An organization that wants to enhance the creation, innovation and development of knowledge sharing in organization must pay attention to its HRM practices and on trust worthy environment.