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1 – 10 of over 3000Badrinarayan Srirangam Ramaprasad, Sethumadhavan Lakshminarayanan and Yogesh P. Pai
The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among…
Abstract
Purpose
The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among information technology (IT) professionals from the Indian IT sector by investigating the mediating role of affective commitment.
Design/methodology/approach
This study adopted a cross-sectional design at the individual-level of analysis. Data on the study constructs (i.e. developmental HRM practices, affective commitment, and voluntary intention to leave) were collected from 752 IT professionals from 17 Indian IT organizations from the city of Bengaluru through a web-based survey between February 2016 and March 2017. Further, this study used the confirmatory factor analysis technique to establish reliability and construct validity for the study constructs. Furthermore, this study tested the research hypotheses empirically through mediated multiple-regression analysis using the bootstrap procedure.
Findings
Empirical results of the present study suggest that espousal of robust developmental HRM interventions enhances affective commitment and significantly attenuates the voluntary intention to leave among employees. Further, the results of this study have indicated that the relationship between developmental HRM practices and voluntary intention to leave was partially mediated by affective commitment.
Originality/value
Past empirical studies on HRM – turnover discourse, in the IT sector, have predominantly examined the direct influence of HRM systems and/or internal labor market strategies on turnover intentions and actual turnover behavior. Rarely have the past studies in the IT domain attempted to examine the intervening role of employee attitudes in the relationship between HRM practices and employee-level outcomes. Addressing this gap, the present study enunciates the critical role of affective commitment and situates it as an important variable that mediates the relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India.
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Fernando Martín-Alcázar, Marta Ruiz-Martínez and Gonzalo Sánchez-Gardey
This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to…
Abstract
Purpose
This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to mixed results regarding the effects of multidisciplinarity on research performance, this study explores how human resource management (HRM) practices may moderate this link.
Design/methodology/approach
The authors built a model based on the theoretical arguments and empirical evidence found in the review of diversity and HRM literature. The authors also performed a quantitative study based on a sample of scholars in the field of management. Different econometric estimations were used to test the proposed model.
Findings
The results of this empirical analysis suggest that multidisciplinary research has a non-linear effect on research performance. Certain HRM practices, such as development and collaboration, moderated the curvilinear relationship between multidisciplinarity and performance, displacing the optimum to allow higher performance at higher levels of multidisciplinary research.
Originality/value
The paper provides advances on previous works studying the curvilinear relationship between multidisciplinarity and the researchers' performance, confirming that multidisciplinarity is beneficial up to a threshold beyond which these benefits are attenuated. In addition, the findings shed light on important issues related to team-oriented HRM practices associated with the outcomes of multidisciplinary research.
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Laura Innocenti, Silvia Profili and Alessia Sammarra
This study aims to examine the role that four distinct bundles (developmental, utilisation, maintenance and accommodative) of HRM practices play in enhancing work engagement among…
Abstract
Purpose
This study aims to examine the role that four distinct bundles (developmental, utilisation, maintenance and accommodative) of HRM practices play in enhancing work engagement among chronically ill employees, and to analyse whether perceptions of discrimination on the grounds of illness can affect these relationships.
Design/methodology/approach
The data were collected through a quantitative survey using a sample of 669 chronically ill employees of a major Italian company.
Findings
This study's findings confirm the importance of discerning between positive, insignificant and negative effects of distinct HR bundles on chronically ill employees' work engagement. Furthermore, this study's results suggest that the positive effect of utilisation practices (i.e. practices aimed at enabling employees to make full use of existing, but not yet necessarily utilised, individual resources) on engagement is greater when chronically ill employees perceive a discrimination-free work environment.
Research limitations/implications
This study's findings confirm the importance of discerning between positive, no, and negative effects of distinct HR bundles on chronically ill employees' work engagement. Furthermore, this study's results suggest that the positive effect of utilisation practices (i.e. practices aimed at enabling employees to make full use of existing but not necessarily applied individual resources) on engagement is greater when chronically ill employees perceive a discrimination-free work environment.
Originality/value
The study highlights those HR bundles that have the capacity to positively affect the work engagement of chronically ill employees, a minority group rarely considered in HRM studies. Furthermore, the research identifies perceived discrimination on the grounds of illness as a contextual condition that may hinder the otherwise positive effect of HRM practices on the engagement of workers suffering from a chronic illness.
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This paper seeks to explore the notion of desire in relation to subjectivity at work by drawing on the work of Jacques Lacan. It aims particularly to consider the possible ways in…
Abstract
Purpose
This paper seeks to explore the notion of desire in relation to subjectivity at work by drawing on the work of Jacques Lacan. It aims particularly to consider the possible ways in which desire is evoked and channeled in managerial practices that are aimed at managing the self.
Design/methodology/approach
The paper provides an illustration of this by a reading of how developmental HRM practices attempt to elicit and channel subjects' desire.
Findings
Particular images promulgated by these practices appeal to the subject in such a way, that it becomes caught in a relationship of fascination with them. These practices thereby attempt to create identification with a fantasmatic image of the self, and in so doing, to shape subjectivity in line with managerial objectives. It is also argued that a different modality of relating to desire can provide a way of avoiding the most detrimental effects associated with these practices, and I indicate possible ways in which this different modality or “traversal” may take shape.
Originality/value
The paper analyzes the use of desire in management practices.
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Using management and employee data from the 1998 workplace employee relations survey, this article attempts to trace “fragments of HRM” within the hospitality industry (HI) on a…
Abstract
Using management and employee data from the 1998 workplace employee relations survey, this article attempts to trace “fragments of HRM” within the hospitality industry (HI) on a comparative basis with all industries and services (AIS) in Great Britain. Four themes are explored: how the management of HRM is organised and practised, “individualism” and “collectivism”, participation and involvement, and other “sophisticated” HR practices. The impact of HRM on employees is assessed. HRM in the HI is found to be very different, thus providing an extreme example of the “retaining control/cost control” approach to management, and a graphic illustration of very “hard” HRM in practice. While HI employees are much more content with their lot than their counterparts in AIS who are subject to rather more “favourable” HRM policies and practices, other indicators imply that there is also dissatisfaction. Qualitative research is necessary to understand whether employees really do enjoy being “kicked hard”. Management might reap greater benefits by adopting more developmental, “soft” HRM practices.
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Mingchuan Yu, Qianying Jiao, Greg G. Wang and Yuan Liu
To reconcile the mixed findings on commitment-oriented human resource management (HRM) on employee job performance, this study tests whether commitment-oriented HRM has a…
Abstract
Purpose
To reconcile the mixed findings on commitment-oriented human resource management (HRM) on employee job performance, this study tests whether commitment-oriented HRM has a threshold effect on employee job performance and when this threshold effect matters. The authors further tested the role of employees' age in the relationships.
Design/methodology/approach
The authors conducted a survey and collected data from 601 employees in 32 firms in China, and used a multilevel approach to test the hypothesis.
Findings
The results showed that the association between commitment-oriented HRM and employee job performance was J-shaped, meaning that commitment-oriented HRM was positively related to job performance when the degree of commitment-oriented HRM exceeded a threshold. Moreover, the authors found that employee age moderated this J-shape relationship. Specifically, the curvilinear relationship between development commitment-oriented HRM and job performance was stronger in younger employees. Contrary to our prediction, the results showed that younger employees reacted more strongly to improve job performance than older employees when maintenance commitment-oriented HRM exceeded a moderate degree.
Originality/value
The findings on the J-shape effect and moderating role of employee age on the J-shape provided critical insights into understanding the mixed results of the effect of HRM. Additionally, this study provided new insight in the linkage between HRM practices and employee outcomes.
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Nurul Amirah Ishak, Md Zahidul Islam and Wardah Azimah Sumardi
This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently…
Abstract
Purpose
This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research.
Design/methodology/approach
An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT.
Findings
The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework.
Research limitations/implications
This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework.
Practical implications
The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations.
Originality/value
While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.
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Andres Salas-Vallina, Susana Pasamar and Mario J. Donate
The purpose of this research is to examine the effect of ability, motivation and opportunity (AMO) practices on organizational citizenship behaviour (OCB), in medical staff…
Abstract
Purpose
The purpose of this research is to examine the effect of ability, motivation and opportunity (AMO) practices on organizational citizenship behaviour (OCB), in medical staff working in specialized units. In addition, we check the mediating role of work-related well-being, understood as engagement, trust and exhaustion, in the relationship between AMO practices and OCB. Furthermore, the moderating role of service leadership is analysed in the relationship between AMO practices and work-related well-being.
Design/methodology/approach
Using the AMO framework under the job demands-resources (JD-R) model, and based on a sample of 214 employees from public healthcare, a time-lagged moderation-mediation model was performed.
Findings
Results provide evidence that AMO practices have a positive effect on OCB. Further, work-related well-being mediated the effect of AMO practices on OCB. In addition, service leadership exerted a moderating role between AMO practices and work-related well-being.
Originality/value
Building on recent research which has emphasized the knowledge gap regarding how human resource practices might positively affect both employees and organizations, this is the first study that indicates that said practices positively affect both employee well-being and OCBs in the public healthcare context.
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Neelam Nakra and Vaneet Kashyap
The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business…
Abstract
Purpose
The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting.
Design/methodology/approach
Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21.
Findings
The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found.
Practical implications
Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals.
Originality/value
This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.
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Marian Thunnissen and Pleun Van Arensbergen
The purpose of this paper is to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand the…
Abstract
Purpose
The purpose of this paper is to contribute to the development of a broader, multi-dimensional approach to talent that helps scholars and practitioners to fully understand the nuances and complexity of talent in the organizational context.
Design/methodology/approach
The data were collected in two complementary research projects on the definition and identification of talented academics in the early stages of their careers. The first study focussed on defining and developing talent within university departments, in which the perspectives of management, policy advisors and talented employees themselves were taken into account. The second study investigated talent selection in the specific context of grant allocation by the Dutch Research Council (NWO).
Findings
The results suggest that the conceptualization of talent cannot be disconnected from its context. In particular, the perceptions of the different stakeholder groups in an organizational context have a major impact. Although talent is generally perceived as a combination of multiple components, this general outcome conceals the unilateral approaches to talent of the separate stakeholder groups. These unilateral interpretations of talent also affect the design of the talent management system. The paper describes the difficulties organizations are confronted within developing and implementing their talent programs.
Originality/value
This broader approach regards talent as a bundle of integrated components, and takes the impact of the organizational context and its interrelated stakeholders into account.
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