English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

Organisations implement human resources management practice (HRMP) to improve the employees’ knowledge, skills and motivation needed for the enhancement of organisational productivity and the achievement of sustainable competitive advantage. Hence, a well-articulated HRMP that is difficult to replicate is necessary for the success of any organisation. This is because such practices provide a competitive advantage to the organisation (Boxall, 1998; Mustafa, Richards, & Ramos, 2013; Pahuja & Dalal, 2014). Despite the contributions made by past studies in HRMP in developing and emerging economies (Anakwe, 2002; Anakwe, Igbaria, & Anandarajan, 2000; Kamoche, 2000), more studies are still required to fully understand the role of HRMP in developing economies because of differences in culture and peculiarity of their economic environment (Anakwe et al., 2000; McGuaghey & De Cieri, 1999; Pickler, Varma, Yu, Beenen, & Davoudpour, 2014).

sa journal of industrial psychology

Human resources management practice, job satisfaction and affective organisational commitment relationships: The effects of ethnic similarity and difference