Massey Documents by Type

Permanent URI for this communityhttps://mro.massey.ac.nz/handle/10179/294

Browse

Filters

Settings

Subject: search.filters.subject.Human resource management

Search Results

Now showing 1 - 8 of 8
  • Thumbnail Image
    Item
    Exploring approaches to overcome challenges in adopting human resource analytics through stakeholder engagement
    (Springer Nature Switzerland AG, 2025-02-24) Alam S; Dong Z; Kularatne I; Rashid MS
    As modern enterprises increasingly turn to data-driven decision-making, human resource management (HRM) has also embraced the potential of human resource analytics (HRA) to optimize talent management and gain a competitive edge. However, adopting HRA in practice presents challenges across data governance, technical, and organizational domains. This systematic review, synthesizing insights from 110 studies, identifies key obstacles and practical strategies to address them. Recommendations include fostering a data-driven culture, enhancing training and development, and promoting team collaboration. By tackling these challenges, HR professionals can unlock the full potential of HRA, transforming HRM into a strategic driver of organizational success.
  • Thumbnail Image
    Item
    Employees' perceptions of human resource management practices and knowledge sharing behaviour : a dissertation presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in human resource manangement (HRM) at Massey University, Palmerston North, New Zealand
    (Massey University, 2015) Iqbal, Salman
    The information age heralds the idea that the most important source of competitive advantage is knowledge. Therefore, organisations need to understand the value of knowledge; especially the knowledge that resides in the human brain (tacit knowledge) as an intangible asset along with other traditional tangible assets. The capability of an organisation is linked to the knowledge of its employees. Therefore, improving organisational and employees' capability are important goals for organisations. However, little progress has been made with many researchers primarily focusing on human capital development rather than on relationship capital using human resource management (HRM) practices in workplaces. Most of the knowledge management (KM) literature has discussed the antecedents of employees' knowledge-sharing. Future research is required to explore how these employees' knowledge sharing activities provide benefits to organisations and employees in terms of improved capability. To address this research gap in the literature, this thesis examines: first, the causative relationships between specific HRM practices and employees' knowledge sharing and second, the outcomes of knowledge sharing in terms of individual capability in workplaces. Based on previous research, a conceptual model is developed for the study and hypotheses are formulated. A total of 600 questionnaires were distributed to the employees of 19 organisations. Of these, 390 were useable questionnaires; thus resulting in 65% valid response rate. A final model is designed and this thesis used Confirmatory Factor Analysis to examine the causative relationships among the latent constructs of the final model. This thesis finds that collaborative HRM practices have a direct positive effect on employees' knowledge sharing behaviour. Surprisingly, this thesis finds that employees' knowledge sharing behaviour is independent of monetary rewards. The results of this suggest that collaborative practices and trust can help employees' knowledge sharing behaviour to improve the capability of individuals in their organisations. These empirical results are entirely based on employees' perceptions rather than from a top management perspective. So it makes a valuable contribution, given the lack of empirical studies focusing on the South East Asian region. The findings of this thesis are beneficial for researchers, practitioners, and those interested in organisational structure in the knowledge context.
  • Thumbnail Image
    Item
    he relationship between CSR and HRM : a study of large New Zealand organisations : a thesis presented in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Albany, New Zealand
    (Massey University, 2014) Sarvaiya, Harshakumari
    Corporate social responsibility (CSR) and human resource management (HRM) are well established research fields. In recent years scholars have evinced greater interest in discussing the interdependence between these constructs. However, there is a dearth of empirical research focusing on the link between CSR and HRM in practice, resulting in limited understanding of how these two notions are linked in complex and dynamic organisational settings. To address this knowledge gap, this exploratory study examines the two-way relationship between CSR and HRM. It is positioned within an interpretive paradigm and employs qualitative research methodology, drawing on data from interviews with 29 CSR and HR professionals from large New Zealand organisations. The study begins by focusing on the relationship from CSR to HRM, examining the relevance of CSR to HRM. From a stakeholder perspective, the empirical results reveal that CSR has some applicability to HRM. The study identifies four HR aspects that are often addressed under the scope of CSR. However, the findings also indicate that such a CSR–HRM interface is contingent upon CSR-related variables, namely the scope of CSR, the stage of CSR development and industry variation in the application of CSR. Next the relationship from HRM to CSR is explored, highlighting the roles of HR in the development and implementation of CSR strategy. The findings, based on Ulrich’s HR model, suggest that HR has significant involvement in the implementation of CSR by playing the roles of employee champion, change agent and administrative expert. Contrary to the assumptions outlined in the literature, however, the findings do not support the strategic partner roles of HR in developing CSR strategy. Importantly, these roles cannot be discussed with a ‘one size fits all’ approach as they are subject to organisational factors, such as CSR structure and roles and the position of HRM. Finally, the study investigates CSR–HRM integration resulting from the two-way relationship. Drawing on the integration theory, the empirical results indicate that collaboration and interaction between CSR and HR professionals develop various levels of CSR–HRM integration, ranging from strong and moderate to weak. This is due to the influence of behavioural factors which emerge against the backdrop of CSR-related and organisational factors. The study concludes that the relationship between CSR and HRM is contextual in nature, and structural variables are more dominant than agency in shaping such a relationship. Overall, the outcomes of this thesis expound a CSR–HRM relationship framework incorporating contextual factors, and develop a generous understanding of the twoway CSR–HRM link. This may assist scholars of future research and practitioners, both CSR and HR, towards more effective CSR–HRM integration. Hence, the contribution of this study is both theoretical and empirical.
  • Thumbnail Image
    Item
    A psychological map of original enterprise : coding innovator behaviour : thesis submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy, Massey University
    (Massey University, 2001) Sheffield, Malcolm Campbell
    This study explores the concept of original enterprise as a fundamental dimension of human behaviour. Based on biographical case histories, the thesis seeks to map innovative behaviour displayed by 100 cases of male and female outstanding creative personalities in the domains of commerce, literature, music, science and creative arts. A code scoring system identifies innovative behaviour from selected biographical cases including their soci-economic antecedents, childhood experiences, basic personality traits, the process of achievement, eight forms of obsessive behaviour, emotions, actions and finally pathologies of varying degrees of severity. A complex statistical analysis explored the basic dimensions of original enterprise as a congruence or synthesis of all dimensions, quite independent of the original particular domain investigated. In other words, this study was involved in a search for basic dimensions behind the particular emanation of enterprise - a behavioural map. Mapping as a central construct in this study led to the deduction of three research objectives and a consequential observation which were examined at known levels of statistical significance and consequent proofs. It must be observed the thesis is a description only of original innovator behaviour. It does not satisfactorily explain this phenomenum. Such a complex enquiry would not be possible based solely on biographical information. To date, to the author's knowledge, no comprehensive explanation of original enterprise is available to social science. This study is the beginning of a search for fundamental behavioural constructs which may exist behind the singular events which exhibit original creative enterprise A post-doctoral enquiry is planned to follow this exploratory study, of possible importance both to commerce and future creative endeavours.
  • Thumbnail Image
    Item
    Exploring paternalistic leadership and its application to the Indonesian context : a dissertation presented in partial fulfilment of the requirement for the degree of Doctor of Philosophy in cross-cultural leadership at Massey University, Palmerston North, New Zealand
    (Massey University, 2011) Irawanto, Dodi Wirawan
    Paternalistic Leadership (PL) is characterised by a patriarchal and hierarchical authoritarian style of management. It is strongly characterised by absolute guidance, the protection of subordinates, harmony building and moral leadership. This thesis sets out a framework of enquiry that comprehensively answers the following three important questions. First, to what extent is Indonesian leadership paternalistic? Second, how is the leader-employee relationship constructed in Indonesia? Finally, to what extent is this relationship influenced by Javanese culture? Javanese is Indonesia’s dominant ethnicity and culture in the sociopolitical arena, colouring the socio-economic and political climate and affecting the way people perceive “leadership”. Generally speaking, Indonesia’s leadership and governmental style is paternalistic. For this study, the total population of civil servants was invited to answer a survey about their perceptions on leaders-leadership style, and eight hundred and seven (81%) respondents responded. The research study was based on the assumption that current “topdown” leadership should be augmented by a more complex view of leadership as relationship. The study was operationalised within the concept of Paternalistic leadership described by Cheng et al.’s (2004) 10 variables, which were validated using explanatory factor analysis. Additionally, the construction of relationship between leaders and employees was examined by relating employee demographic characteristics to Paternalistic leadership. Survey questionnaires were sent to civil servants in two provinces and returned directly to the researcher. Data analysis methods included descriptive statistics to examine how the respondents answered questions, explanatory factor analysis to examine suitability of paternalistic leadership, and one- and two-way analysis of variance (ANOVA) to examine how the respondents’ demographic information correspondents to Paternalistic leadership Study results show that civil servants agree that leaders demonstrate Paternalistic leadership. Instead of Cheng et al ‘s (2004)10 leadership factors, this study confirms that seven leadership styles are important aspects, highlighting “visible leadership” as the most important. Further, the most significant effect of employee demographic information to Paternalistic leadership is found in Visible leadership. Two-way ANOVA analysis suggest that Indonesian civil servants expect to “ride on the coattails” of their superiors. These results, supplemented by the literature, suggest that there should be an emphasis on the synergistic nature of the relationship between leaders and employees. It is also strongly recommended that further research replicate this study in other Indonesian provinces. Confirmation factor analysis and others variable measuring leaders-employees relationship in similar future research was also recommended.
  • Thumbnail Image
    Item
    Control perception and its role in stress appraisal and coping : a study in work-related stress : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy at Massey University
    (Massey University, 1998) Troup, Carolyn Ann
    Psychological theories view control as integral to emotional well-being and consequently this concept has played a prominent role in stress theories. In the transactional theory of stress control plays an important role in stressor appraisal where it is proposed to influence coping behaviour and coping effectiveness. However, little attention has been paid to the measurement of this important concept. This study adopts the transactional model to examine work-related stress and a major objective of the study is the development of a robust measure of situational control. It is argued that such a measure can not be merely reduced to a simple assessment that an individual either has or does not have control over a given situation, rather, it is important to identify the factors over which an individual strives to have control, as well as the degree of control over these factors that they perceive themselves to have. A pilot study was used to develop a 35 item scale for measuring situational control. The scale was then used in a survey of work-related stress that was administered to 134 employees in four departments of New Zealand government. Principal component analysis revealed that control perception is a multifaceted concept, and four facets representing predictability, task control, self control and general control were identified. Using these scales the study investigated the role that control plays in predicting coping behaviour and coping effectiveness. Through a series of moderated multiple regression analyses, control was examined as a moderator in the relationship between stress appraisal and coping behaviour. This analysis showed that perceptions of control are associated with problem-focused coping. This result is consistent with other studies and suggests that a greater perception of general control in the workplace is associated with greater use of problem-focused coping. However, the literature is more equivocal on the relationship between control perception and emotion-focused coping. The study found a significant interaction between self control and primary appraisal in predicting emotion-focused coping. In addition to this, situational threat was found to have a significant main effect on emotion-focused coping. The study also examined the influence of control perception and coping behaviour as predictors of perceived coping effectiveness, as proposed by the goodness of fit hypothesis. No evidence was found to support this hypothesis, although coping behaviour and control were both found to have main effects in predicting coping effectiveness.
  • Thumbnail Image
    Item
    Preparedness for and management of organisational disruption in New Zealand : a descriptive exploration from the human resource management perspective : a thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Human Resource Management at Massey University, Palmerston North, New Zealand
    (Massey University, 2001) Ewing-Jarvie, Simon Antony
    Business continuity planning and crisis management are the main terms used to describe the processes that organisations undertake when faced with disruption. Despite the economic and social importance of maintaining effective commercial activity most related research has been focussed on civil emergency and natural disaster or accident. There are a limited number of studies into organisational preparedness and no large studies in New Zealand. In particular, no studies have been found that focus on the human resource elements of organisational disruption. This research has sought to answer these questions through mail surveys, interviews and subsequent analysis. It has utilised the general style of an established questionnaire from researchers at the University of Southern California's Centre for Crisis Management to survey 1000 New Zealand organisations over two consecutive years. In addition, techniques developed in the field of knowledge engineering have been applied to the transcripts of the interviews conducted with senior executives and these have been developed into the domain layer of a knowledge model. The findings highlight that New Zealand organisations are poorly prepared for the complexities of the hazardscape, which is the term applied to a full spectrum approach to crisis management. In addition, the attitudes that prevail are similar to those found in the United States study of 1992. However, some unique findings have also been established. In particular, the influence of the Polynesian cultures has influenced some organisational cultures in a fatalistic manner. There are clear divisions of performance between the public and private sector and also within the public sector. New Zealand executives appear to be very compliance focussed. These and other findings now require the confirmation that will result from a continuation of a longitudinal study.
  • Thumbnail Image
    Item
    The quest for efficiency : role of human resource management in public sector reforms in Uganda : a thesis presented in fulfilment of the requirements for the Doctor of Philosophy in Development Studies at Massey University, Palmerston North, New Zealand
    (Massey University, 2002) Bacwayo, Kukunda Elizabeth
    The context of this thesis is the development strategy of public sector reforms and privatisation. It uses Uganda as a case study, and argues for the need to integrate the issue of human resource management in the privatisation discourse in developing countries. Public sector reforms arose out of neo-liberal thinking that argues against state intervention and recommends market led economic growth. Privatisation is part of the attempt to scale back on the role of the state in economic development and has been integrated in the development policies of developing countries through the structural adjustment programs of the IMF and World Bank. It is required because of the belief that the private sector is more efficient in allocation and use of resources and is therefore the best medium for attaining development goals. Private sector companies in the developed countries which utilise modern techniques of management are comparatively more efficient than their public counterparts. Globalisation and market competition forced organisations to search for ways to be competitive and this partly led to organisations elevating human resource management issues to a strategic level because of the belief that a company's workers add value that make firms competitive. When privatisation is made a requirement by the multilateral aid agencies for developing countries it is based on the assumption that the conditions that make public enterprises inefficient do not exist in the private sector. No empirical evidence is available to confirm or refute these assumptions, particularly in the case of Africa's developing nations. This thesis has contributed to this area by examining the human resource management practices of seven Ugandan organisations, three public, two private and two privatised. The aim was to find out whether there are differences in the way in which private and public organisations manage their employees and if their practices are those associated with effective management of human resources. The practices that were examined were recruitment and selection of staff, training, compensation and employee attitudes. The results from this study did not provide evidence that the differences that were exhibited in the seven organisations were related to ownership. Rather they seem to be determined by the values and culture of managers and the labour market conditions in Uganda. Both private and public enterprises exhibited practices that human resource management literature and practice consider as obstacles to efficiency