Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.

Cette recherche porte sur l’étude des stratégies de la GRH (SGRH) en Chine. Nous avons deux buts: (1) évaluer de manière critique le développement des pratiques de GRH en Chine au cours des dernières années; (2) identifier les lacunes à combler de la recherche sur le cas chinois pour améliorer la GRH pour le futur. La thèse étudie les différences qui subsistent entre entreprises d’Etat et entreprises privée en Chine, du point de vue de la GRH. Elle est organisée comme suit: la première partie est relative au cadrage théorique de la thèse, la seconde partie est consacrée au travail empirique. La conclusion formule des suggestions de recherches en gestion des ressources des entreprises en Chine. / Cette recherche porte sur l’étude des stratégies de la GRH (SGRH) en Chine. Nous avons deux buts: (1) évaluer de manière critique le développement des pratiques de GRH en Chine au cours des dernières années; (2) identifier les lacunes à combler de la recherche sur le cas chinois pour améliorer la GRH pour le futur. La thèse étudie les différences qui subsistent entre entreprises d’Etat et entreprises privée en Chine, du point de vue de la GRH. Elle est organisée comme suit: la première partie est relative au cadrage théorique de la thèse, la seconde partie est consacrée au travail empirique. La conclusion formule des suggestions de recherches en gestion des ressources des entreprises en Chine.

Today's organizations face a global talent shortage, where they struggle to find and develop the talents needed to gain a competitive advantage in the global labor market. The war for talent has shifted from a national to a global scale, affecting organizations Human Resource Management strategies. As a result, scholars argue that the implementation of Global Talent Management (GTM) in the organization's business strategy can facilitate the work by gaining a competitive advantage. Due to globalization, organizations face rapidly changing global environments, affecting the strategies of GTM. The specific contribution from this study is to examine the relevance of the internal drivers affecting GTM, identified by Tarique and Schuler in 2010 as regiocentrism, international strategic alliances, and required competencies, for future research and practical implementations. The findings declare that although the framework from 2010 still is relevant in some aspects, globalization has led to new internal drivers being presented in current literature. New aspects as defining a talent philosophy, adopting an alternative employment arrangement and developing an attractive employer branding have been identified as important internal drivers within GTM. These drivers are described and presented in a conceptual model, developed from the framework by Tarique and Schuler (2010).

This dissertation uses the logic embodied in Strategic Fit Theory, the Natural Resource-Based View of the Firm (NRBV), strategic human resource management, and other relevant literature streams to empirically demonstrate how the environmental orientation of a firm's strategy impacts their environmental performance and resultant financial performance through the firm's Information Technology hiring practices. Specifically, it was hypothesized that firms with a strong relationship between the environmental orientation of their strategy and their green computing hiring practices will achieve higher environmental performance, and, as a result, higher levels of financial performance than firms lacking such fit. The organization's environmental orientation was measured via content analysis of the annual report texts (ARTs). Environmental performance was measured using KLD's award-winning environmental performance metrics. I triangulated across efficiency, effectiveness, and market-based metrics to capture a more holistic measure of the firm's financial performance using data from Compustat/Research Insight. The firm's green computing hiring practices were measured utilizing a web content data mining application that pulled job ads for computing graduates and then extracted the environmentally-oriented skills identified in such ads using content analytic techniques. Various control variables were employed to eliminate possible alternative explanations of my research findings. A number of statistical and analytical techniques were used to assess the nature and strength of the relationships in my theoretical model as are articulated in the proposed hypotheses. The sample size of firms is fairly large, thus increasing the statistical power of the empirical tests. Previous empirical testing of the relationship between environmental strategy and financial performance is still in the developmental stages and has produced mixed results, partly because important intervening mechanisms, such as green computing hiring practices, has not received adequate attention in the empirical literature. The combination of using a large sample of real world firms, a powerful combination of qualitative and quantitative methodological techniques to tap into key trace evidence not available through other methodological techniques, and leveraging an award-winning environmental data set has enhanced the robustness of the empirical findings in addressing this important gap in the literature. The results of the analyses show that there is a strong relationship between an organization's environmental posturing and its environmental performance. Additionally, this effect is mediated by the organization's environmental hiring practices, indicating that implementing the organization's environmental strategy through its hiring practices is important in achieving improved environmental performance. The current research also shows that there is a strong and positive relationship between an organization's environmental performance and financial performance. Surprisingly, these relationships are not significantly impacted by the organization's industry affiliation, which broadens the generalizability of the results of this study.

Organizational resilience is one of the key capabilities of an organization to survive in a volatile, uncertain, complex, and ambiguous (VUCA) market environment and also to maintain their competitive advantage by adopting external environmental factors. Investigating the role of strategic human resource management methods in creating resilient organizational behavior was the purpose of this study. Further, mediating and moderating role of employee resilience and self-efficacy on the relationship between Strategic Human Resource Management and organizational resilience were also investigated. Training, compensation, performance appraisal, staffing and participation are the dimensions which were selected under the independent variable of Strategic Human Resource Management practices after reviewing the literature. The dimensions of robustness, agility and integrity were selected under the dependent variable of organizational resilience. Two conceptual frameworks were tested after deriving five hypotheses and this study wasdesigned based on a deductive approach. Accordingly, data was collected by using quantitative methods and the employees of Public Limited Company banks in Sri Lanka were selected as the populations of the study. A total of 180 questionnaires were obtained from the sample and the data were analyzed using IBM SPSS 23. In summary, the results of this study showed that Strategic Human Resource Management has a positive relationship with organizational and employee resilience and also employee resilience has a positive relationship with organizational resilience. Further, as per the findings, employee resilience mediates the relationship between Strategic Human Resource Management and organizational resilience and however, self-efficacy does not play a moderating role in this relationship. The findings of this study was more related to the previous literature except the moderating role of self-efficacy. Therefore, findings of this study proves that Strategic Human Resource Management practices are essential to develop employee and organizational resilience. This highlights the importance of linking company corporate strategy with Human Resource Management strategy on a continuous basis as this would lead the company to survive and thrive in a turbulent environment and gain competitive advantage by turning uncertain challenges into opportunities.

In an effort to reduce exorbitant employee turnover, the hospitality industry has recently offered career development programs to their employees in pursuit of longer retention. Such educational human resource (HR) practices are expected to increase the skill flexibility of individual employees (i.e., individual skill breadth) across a wide range of skill categories, leading to lower turnover through improved job satisfaction. However, the empirical association between employee skill flexibility and turnover at the individual level has remained unexplored in the HR literature. This study fills in this research gap by drawing on the theoretical framework of employee skill flexibility in the field of strategic human resource management (SHRM). Building on a unique data set from over 10,000 LinkedIn profiles among hotel employees in major brands across the United States, we operationalize their skill flexibility and find its association with turnover. For this purpose, we first identify seven hotel employee-specific skill categories using an unsupervised machine-learning method and subsequently quantify skill flexibility at the individual level. Our results show that the association between skill flexibility and turnover is moderated by skill categories. This study contributes to the HR literature as a data-driven implementation of human capital analytics (HCA). / Doctor of Philosophy / Employee turnover has long been a critical issue in the hospitality industry. According to the US Bureau of Labor Statistics, the hospitality sector had a turnover rate of 86.3% in 2021, while the average of all industries is 47.2%. As the quality of customer service in hotels is directly linked to the competence of employees, it is essential to reduce the turnover rate and retain highly skilled workers for long-term competitiveness. One of the most effective ways to achieve this is by developing employees' skill sets through upskilling and reskilling practices (Deloitte, 2020), which can improve their flexibility and performance in the workplace. By analyzing the profiles of 10,560 hotel employees on LinkedIn, this study identified key skill categories using machine-learning-based text analytics, then, two main variables are operationalized: individual skill flexibility using the Herfindahl-Hirschman index and turnover frequency. This study found that the role of individual skill flexibility on turnover is contingent on specific skill categories employees have. Individual skill flexibility is negatively associated with turnover in employees with accounting and finance skills, but employees with software skills show a positive association between individual skill flexibility and turnover. The findings in this study suggest that hotel managers and HR practitioners need to implement customized skill training programs based on their employees' primary skill sets. By doing so, they can focus more specifically on individual career development, continuously reconfigure their workforce, and improve the company's resilience. By reducing turnover rates and retaining highly skilled employees, hotels can also enhance customer service quality and achieve a competitive advantage in the long run. Such findings are largely consistent with anecdotal evidence found in major hotel brands and operators.

Recent meta-analytic treatments of the Strategic Human Resource Management literature suggest a relationship between the adoption of "high-commitment" HR practices and organization level performance outcomes (Combs, Lui, Hall & Ketchen, 2006). However, there is considerable variability in the manner in which the HR system construct is conceptualized and measured (Arthur & Boyles, 2007; Delaney & Huselid, 1996). Further, relative little attention has been given to how these systems of HR practices operate to influence organizational outcomes (Ostroff & Bowen, 2000). Drawing on the extant SHRM literature, the present study attempts to lend clarity to these issues by specifying and assessing a number of unique measures of the HR system. Several attitudinal, motivation and behavioral employee outcomes are also identified and assessed as possible mediators between the HR system measures and organizational outcomes. An integrated model proposing relationships both among these measures and their effects on various organizational outcomes is offered and tested. Data obtained from 202 hotel locations provided mixed support for the proposed model of relationships. However, results generally support the relationships between measures of the HR System and important organizational outcomes. Findings also reinforce the utility of expanding the measurement of the HR system beyond the formally established HR programs, the need to better understand intra-organizational variability in HR systems along functional lines and the challenges and opportunities inherent in multi-respondent designs. Finally, the failure to demonstrate the mediating role of the specified human capital characteristics in HR's relationship with firm performance presents a continued challenge to future research to effectively model this relationship. / Ph. D.

The finding of a positive relationship between a set of well-configured commitment human resources practices and performance outcomes at multiple levels of an organization is a well-documented in the strategic human resource management (HRM) literature (e.g., Combs, Lui, Hall, and Ketchen, 2006; Kehoe and Wright, 2013). However, several recent empirical studies (e.g., Liao, Toya, Lepak, and Hong, 2009) find a significant gap between the HR practices organizations report they use and the HR practices employees report they experienced. These more recent findings call into question the extent to which formal HR programs reported by organizational leaders are actually understood and implemented by lower level managers. To the extent that formal HR programs are not fully implemented as intended suggests many organizations may not be getting the full benefits from their HR program investments. The present study addresses this issue by focusing on the problem of HR practices implementation. Drawing on attribution theory, I examine how frontline managers (FLMs) and employees recognize, interpret, and react to commitment HR practices adopted by their organization. Additionally, I tested the influence of the self-transcendence values of FLMs and employees on their attributional processes. In doing so, three models (frontline manager, employee, and multi-level models) were proposed and the hypotheses based on these models were tested. Data collected from 195 employees nested in 61 workgroups provided mixed support for the hypothesized relationships. In the frontline manager, tests of hypotheses revealed that FLMs' awareness of commitment HR programs affected their commitment HR attributions and implementation of commitment HR practices. The employee model showed that employees' awareness of commitment HR practices influenced their commitment HR attributions and organizational citizenship behavior (OCB). However self-transcendence was not a significant moderator in both models. Finally, the multi-level model suggested that FLMs' implementation of commitment HR practices is a significant predictor of employees' commitment HR attributions. The findings contribute to the strategic HRM literature by demonstrating how organizations can implement commitment HR practices to attain unrealized potential benefits of commitment HR practices. The failure to demonstrate the moderating effect of self-transcendence values on attributional process of commitment HR practices presents a continued challenge for future research. / Ph. D.

No / This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals. This paper will evaluate the aims and methods of appraisal, the difficulties encountered in the appraisal process. It also re-evaluates the lack of theoretical development in appraisal and moves from the psychological approaches of analysis to a more critical realisation of approaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.

The influence factors which lead business to success or failure could be very different because of the different times¡Bdifferent industries and different competitive environment. People can also find out the different competitive capacity coming from different organizational cultural¡Adifferent business team structure or different leadership of the business. Up the present , there were so many scholars and experts of business management advocated unanimously the importance of ¡uknowledge innovation¡v ¡B ¡ustrategic human resource management¡v and ¡uorganization competence¡v. Those theories initiated my highly attempt to find out the practical situation of those theories on the rubber industries. This is the origin of writing this thesis. After further research about the rubber industries and according to the interviews and analysis of the company A¡AI am trying to approach the following subjects from the angles of the knowledge innovation¡Bthe strategic human resource management and the organization competitive capacity. 1. The relevance of the knowledge innovation and the strategic human resource management. 2. The relevance of the knowledge innovation and the organization competence. 3. The relevance of the strategic human resource management and the organization competence. 4. The relevance between the knowledge innovation¡Bthe strategic human resource management and the organization competence. 5. The practical applied model for building up the business competitive capacity. This study is using three methods to approach the studying purpose which including¡G1. literature study and sort out 2. the case study 3. interviews. There are four final conclusions of this study which are¡G 1. The strategic human resource management supply qualified manpower to all departments of the organization which also help the progress of the benign cycle of innovation. 1. The balanced development of innovation capacity of every single department the the organization causes continued and long term expanding on it¡¦s entire business competitive capacity. 2. The strategic human resource management directly and strongly relate the business competitive capacity. 4. The Lean strategic human resource management promote the organizational innovation capacity and strengthen itself with continued competitive capacity. In the meanwhile, also discovering five valuable theories as below: 1. The leader of a organization is the rudder of continued innovation spiral. 2. The strategic human resource management prevent the organization from grim or in-harmony atmosphere. 3. The business competitive capacity basic on good strategic human resource management, and be driven by balanced innovation capacity. 4. The management which meets the human demands is the source of innovation. The education which fills up the human lackness strengthen the business competitive capacity. 5. The relevant between the innovation capacity¡Bthe strategic human resource management and the business competitive capacity could be converted due to differences of countries, races, religious believes, generations, personnel structure¡Ketc.