Nous of Harvard Human Resource Management Model as Correlates to the Financial Performance of Commercial Banks

Ferdinand   A. Rodriguez,

Nous of Harvard Human Resource Management Model as Correlates to the Financial Performance of Commercial Banks

Abstract:

This research examines relationship between HRM practices using Harvard model and the financial performance of commercial banking sectors of Northern Mindanao. The study utilized descriptive correlational research design. The study sampled 134 rank and file commercial banks’ personnel from the top 10 largest commercial banks in Northern Mindanao, Philippines. The findings demonstrated that of the four strategic areas the domain of employee influence and reward system have significant negative weak relationship with commercial banks’ size of assets, capital deposits, and loans. The respondents’ profile also have very little influence, however there is significant relationship between the respondents’ perceived employee influence and banks’ reward system, size of assets, deposits, and loans. The study recommends that banks should use the Harvard model’s four strategic policy areas which define clearly the series of tasks of employees, the clear and specific interests and influence of management that communicate to the different stakeholders.

References:

Abdul Kadar Muhammad Masum, Md. Abul Kalam Azad & Loo-See Beh (2016). The role of human resource management practices in bank performance. Total Quality Management & Business Excellence, Journal Volume 27, 2016 - Issue 3-4 www.tandfondline,com/author/azad+md+abul+kalam (retrieved September 17, 2016)
Alas, R., Karrelson, T. and Niglas, K (2008),“Human Resource Management in Cultural Contxet: Empirical Study of 11 Countries”, EBS Review, Vol. 24, No.1, pp. 49-63.
Aldrich H. and N. Langton, 1997, ‘Human Resource Management Practices and Organizational Life Cycles’, in P. D. Reynolds, W.
Balabat.1 (2010).Perceived Implementation of Human Resources Management (HRM) Practices and Demographic Variables of Employees in Private Higher Education Institutions.
Beer, M., Specter, B. Lawrence, & etal. (1984). A Conceptual View of HRM in Managing Human Assets. New York: Free Press.
BudhrajaJyoti (2008), “Emerging Trends in HR Practices”, ICFAI University Press, Hyderabad, Vol. VIII, Issue-VI, pp.38-41
Connie Zheng, David Lamond. BooiKam (2008). The Impact of Selected HR Practices on Service Firm Performance in Asia.the 6th Asia Academy of Management Conference focusing on ‘the New Faces of Asian Management’, Taipei, Taiwan, December 14-16, 2008.
DePaulo, B. M., & Morris, W. L. (2005). Singles in society and in science. Psychological Inquiry, 16, 57–83.
Devanna , M.A., Fombrun, C.J., Tichy, N.M. (1984) ‘A Framework for strategic human resource management’, in Fombrun, C.J., Tichy, M. M. and Devanna, M.A. (eds) Strategic Human Resource Management, New York: John Wiley
Devinney, T.M., Richard, P.J., Yip, G.S., and Johnson. G. (2008). Measuring Organizational Performance in Management Research: A Synthesis of Measurement Challenges and Approaches, Research Paper, Available at www.aimresearch.org (September 15, 2016)
Galang M. (2004).The transferability question: comparing HRM practices in the Philippines with the US and Canada. International Journal of Management, University of Victoria, Canada, 2004
Garavan, T.N., Wilson, J.P., Cross, C. and Carbery R. (2008), “Mapping The context and Practice of Training, Development and HRD IN European Call Centers “, Journal of European Industrial Training, Vol. 32, No.8, pp. 612-728.
Gnan, L., L. Songini, 2003, ‘The Professionalization of Family Firms: The Role of Agency Cost Control Mechanisms’ FBN Proceedings 2003, pp. 141-172
Goss, D., D. Adam-Smith and A. Gilbert, 1994, ‘Small Firms and HRM: Exceptions that Prove the Rule?’, Journal of Small Business and Enterprise Development, Vol.1, No.2, pp. 2-8.
Hudson, M., Smart,A. and Bourne,M.(2001), “Theory and Practice in SME Performance Management System”, International Journal of Production and Operations Management, 21: pp. 10961115.
Lawler, E. E. &Mohrman, S. A. (2003). HR as a strategic partner: What does it take to make it happen? Human Resource Planning, 26, 15-29.
Mayo, A.(2001)The Human Value of the Enterprise: Valuing people as assets, Nicholas Brealey, London.
Morris, W. L., DePaulo, B. M., Hertel, J., & Taylor, L. C. (2008).Singlism–Another problem that has no name: Prejudice, stereotypes, and discrimination against singles.
Narsimha, S.(2000), “Organisational Knowledge, Human Resource Management and Sustained Competitive Advantage: Towards A Framework”, Competitiveness Review, Vol. 10, No.1, pp. 123-136.
Ondrack,D.A. and Nininger,J.R(1984), “Human resource strategies-The Corporate Perspective”, Business Quarterly, Vol. 49, No.4, pp. 101-109.
Panayotopoulou Leda &Papalexandris Nancy (2004), “Examining the link between human resource management orientation and firm performance”, Personnel Review, Vol. 33, No. 5, pp. 499-520.
Pardo, M. and Fuentes,C.M.(2003), “Resistance to Change: A Literature Review and Empirical study”, Management Decisions, Vol. 41, No. 2, pp. 148-155.
RawalPriyanka (2009),”Engaged Employees: Carrying high degree of Organisational Pride” HRM Review, ICFAI University Press, Hyderabad, Vol. I X, Issue VII, pp. 41-45 www.issuu.com (date
retrieved 9/18/16)
Rousseau DM & Greller MM (1994), “Human Resource Practices: Administrative Contract Makers”, Human Resource Management,Vol. 33, No. 3, pp. 385-401