A. K. Paul

Bio: A. K. Paul is an academic researcher from Christ University. The author has contributed to research in topics: Organizational studies & Organizational learning. The author has an hindex of 2, co-authored 2 publications receiving 656 citations.

Impact of people management practices on organizational performance: analysis of a causal model

Abstract: Although researchers in strategic human resource management have established a relationship between HRM practices and organizational performance, the intervening process connecting HRM system and o...

Influence of HRM Practices on Organizational Commitment: A Study among Software Professionals in India

Abstract: Although organizational commitment has been discussed frequently in organizational psychology for almost four decades, few studies have involved software professionals. A study in India reveals that HRM practices such as employee-friendly work environment, career development, developmentoriented appraisal, and comprehensive training show a significant positive relationship with organizational commitment. The study's results emphasize the role of such HRD variables as inculcating and enhancing organizational commitment, and suggest that HRD practitioners and researchers should further develop commitment-oriented organization policies.

Predicting the Supply chain impacts on investment behaviour due to the COVID-19 outbreak - Evidence from Indian Stock Market

Abstract: Purpose: As the Covid-19 virus originated from China, there was an anti-China sentiment all over the world. The purpose of our study is to find out whether this anti-China sentiment affected the stock return of the companies dependent on Chinese supply chain vis-à-vis the companies those do not have a Chinese supply chain link. Methodology: To analyze the impact of announcements on lockdown and relief measures by the government on stock market data, we use the dummy variable approach in the event methodology suggested by Karafiath (1988). We observe the stock market reaction to lockdown and relief measure announcements on consecutive seven days after the announcement. Findings: Overall findings show us that investors did not have a negative outlook on firms with Chinese suppliers. The investors are either not aware of the companies' Chinese supply link or do not consider these at the time of investing. The potential problems associated with supply chain disruptions are overlooked if we do not consider the supply chain information when investing. Originality: Our paper is unique because there is no study on the supply chain glitches of Indian companies’ dependent on the Chinese supply chain due to the Covid-19 breakout.

How much do high-performance work practices matter? a meta-analysis of their effects on organizational performance

Abstract: Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta-analyses might answer today's emerging questions.

How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms

Abstract: Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems—skills-enhancing, motivation-enhancing, and opportunity-enhancing—on p...

Commonalities and contradictions in HRM and performance research

Abstract: This is an overview of what the authors believe to be every empirical research article into the linkages between HRM and performance published in pre-eminent international refereed journals between 1994 and 2003. The analysis covers the design of the study, including the primary level of analysis and the identity of the respondents; the dominant theoretical framework(s) informing the article; how HRM is conceived and operationalised; how performance is conceived and operationalised; and which control and/or contingency variables are incorporated. Finally, the article examines how each study depicts the so-called 'black box' stage between HRM and performance. It reports wide disparities in the treatment of these components, but also some welcome commonalities and indicative trends that point towards a gradual convergence on how future research into this complex relationship might usefully be conducted. The findings are compared with previous reviews of the literature. The analysis should illuminate the ongoing debate about the linkages between HRM and performance, and prove valuable for future research designs.

The relationship between hr practices and firm performance: examining causal order

Abstract: Significant research attention has been devoted to examining the relationship between HR practices and firm performance, and research support has assumed HR as the causal variable. Using data from 45 business units (with 62 data points), this study examines how measures of HR practices correlate with past, concurrent, and future operational performance measures. The results indicate that correlations with performance measures at all 3 times are both high and invariant, and that controlling for past or concurrent performance virtually eliminates the correlation of HR practices with future performance. Implications are discussed.

Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies

Abstract: There is a lack of consensus on the role of employee well-being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well-being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 quantitative studies published from 1995 to May 2010. Employee well-being is described here using three dimensions: happiness, health and relationship. The main findings are that employee well-being in terms of happiness and relationship is congruent with organizational performance (mutual gains perspective), but that health-related well-being appears to function as a conflicting outcome. Directions for future research and theoretical development are suggested.