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The IUP Journal of Organizational Behavior :
A Review of Antecedents, Correlates and Consequences of HR Practices: A Conceptual Model of Organizational Development
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Nowadays, the practices of the Human Resource (HR) function in firms have changed in parallel with the economic shift from agrarian to manufacturing and services. Earlier, HR was administrative or transactional, and its output often regarded as commodity. In transition economy, HR is viewed as a firm’s workforce who is expected to change mindsets, competencies and behavior. Thus, if one views HR’s primary role as influencing workforce mindset, competencies and behavior. In other words, HR empowers the organization to measure their strategic influence to the enterprise. That is a valuation to reveal to influence in alignment of organizational strategy for Organizational Development (OD)—competency, engagement and performance. It displays the inter- and intra-relationship and linkage between these practices and their outcomes over OD. The meta-analysis carried by the present study, however, examines the HR practices and its relational outcomes on OD. The findings suggest that a framework of OD designed through HR practices such as proficiency and commitment which are specifying the improvement in performance in the development of the organization. The effectiveness and efficiency depend upon the level of satisfaction, profitability, technology and growth. On the other hand, social capital—involvement, motivation, trust and coordination among the employees play a pivotal role in improving productivity and adopting change management. The study concludes that aligning HR practices in more balanced way to ensure coordination and consistency is the need of the hour and its commitment is essential for gaining many competitive advantages and evolution that are acquired effectively, bundled and managed.

 
 
 

The progressively uncertain, rapidly changing and unpredictable global business atmosphere of today appeals for organizations to constantly adjust their core configurations—structure, strategies, work processes, technology and culture—to maintain effectiveness and efficiency in an organization (Sun, 2000). Organization Development (OD) is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to organization effectiveness and wellbeing (Huse, 1980; and Cummings and Worley, 2005). OD is an interdisciplinary field with contributions from business, industrial/organizational psychology, human resources management, communication, sociology and many other disciplines. OD refers to the process of developing the set of organizational capabilities or form required by an enterprise as it increases in size and complexity. If done well, a business enterprise will thrive and prosper. If done inadequately, the organization will suffer. The study analyzes a framework for understanding and managing the process of successful organizational development, in business enterprises through Human Resource (HR) practices—competency, performance and engagement. Without these practices, it is difficult to develop an effective and efficient organization. Researchers in the field of Human Resource Management (HRM) have emphasized that HR practices may lead to higher organizational performance and be sources of sustained competitive advantages. Competing in today’s uncontrolled global economy provides additional challenges to the HR practices in creating the expected value to create and sustain competitive advantages. This paper examines the strength of the HR practices with respect to OD and their interventions. The primary objective of OD is the enhancement of organizational effectiveness and efficiency at the individual and organizational levels (French and Bell, 1999). The theoretical perspectives suggest that the implications on the practice of the OD interventions and the outcomes of alteration should be diverse. OD interventions positively improved work environment, individual knowledge, skill attitude and behavior (KSAB), trust by strategy and organizational outcomes. To show the relationships between HR competency, engagement and performance is essential for the OD, the first outcome measure is employee satisfaction. The stances of HR practices indicate that HR system planning and individual/group work are the most effective interventions in terms of employee satisfaction.

 
 
 

Organizational Behavior Journal, A Review of Antecedents, Correlates and Consequences, HR Practices, A Conceptual Model, Organizational Development