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Article
Publication date: 28 February 2023

Emre Burak Ekmekcioglu and Hamidah Nabawanuka

This study aims to examine the relationship between discretionary human resource (HR) practices and job satisfaction, as well as the mediating role of job crafting in the…

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Abstract

Purpose

This study aims to examine the relationship between discretionary human resource (HR) practices and job satisfaction, as well as the mediating role of job crafting in the relationship between discretionary HR practices and job satisfaction.

Design/methodology/approach

Data were collected from 302 employees working in an information and communications technology (ICT) industry in Turkey. Structural equation modelling and bootstrapping procedure were used to test the hypothesized relationships.

Findings

The findings suggest that discretionary HR practices are significantly and positively related to employees' job satisfaction. The results also show that discretionary HR practices stimulates job satisfaction through job crafting.

Research limitations/implications

Because this study was conducted using a cross-sectional research methodology with data acquired from the same source, conclusions concerning the causality of the variables cannot be inferred. The findings in this study have significant implications for human resource practitioners and business owners who invest in their employees to enhance both employee and organizational performance. The findings show that investment in HR practices prompt employees to be more proactive in devising measures and ways of performing their jobs which increases their job satisfaction hence bringing about desirable and favorable organizational outcomes.

Originality/value

This study adds to the growing body of research on the relationship between HRM and job satisfaction by investigating at the predictive influence of discretionary HR practices as well as the mediating role that job crafting plays.

Details

Employee Relations: The International Journal, vol. 45 no. 3
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 13 November 2019

Tuan Trong Luu

The more HRM systems invest in employees’ work life and career growth beyond legal requirements, the happier employees are. The purpose of this paper is to examine the role of…

2709

Abstract

Purpose

The more HRM systems invest in employees’ work life and career growth beyond legal requirements, the happier employees are. The purpose of this paper is to examine the role of discretionary HR practices in promoting employee well-being as well as mechanisms underlying this effect.

Design/methodology/approach

The participants for the study came from retail shops of a large information technology company in Ho Chi Minh City, Vietnam. The data set collected from these participants was analyzed through multilevel structural equation modeling and bootstrapping methods.

Findings

The results of this study provided empirical support for the relationships between discretionary HR practices and the psychological, physical and social dimensions of employee well-being. Job crafting was found to serve as a mediator for these relationships. Abusive supervision played a role in attenuating the effects of discretionary HR practices on the dimensions of employee well-being as well as job crafting.

Originality/value

This inquiry extends the research stream on the HRM-employee well-being relationship by examining the predictive role of discretionary HR practices.

Details

Personnel Review, vol. 49 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 6 February 2024

Li Lin-Schilstra, Yuntao Bai, Lan Lin and Changwei Mo

Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate…

Abstract

Purpose

Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.

Design/methodology/approach

The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.

Findings

The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.

Practical implications

The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.

Originality/value

In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 19 January 2021

Dirk De Clercq, Yasir Mansoor Kundi, Shakir Sardar and Subhan Shahid

This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of…

2344

Abstract

Purpose

This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.

Design/methodology/approach

The hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.

Findings

An important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.

Practical implications

For management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.

Originality/value

This study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

Article
Publication date: 28 October 2020

Use of various discretionary HR practices can enable a firm to positively influence employee perceptions of the different dimensions of well-being. The impact of such practices…

507

Abstract

Purpose

Use of various discretionary HR practices can enable a firm to positively influence employee perceptions of the different dimensions of well-being. The impact of such practices can be enhanced further when organizations take appropriate steps to eliminate abusive supervision and its harmful effects.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Use of various discretionary HR practices can enable a firm to positively influence employee perceptions of the different dimensions of well-being. The impact of such practices can be enhanced further when organizations take appropriate steps to eliminate abusive supervision and its harmful effects.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 14 June 2023

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.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 27 August 2019

Deybbi Cuéllar Molina, Mª Cruz Déniz-Déniz and Antonia M. García-Cabrera

This paper aims to examine the influence of the emotional intelligence (EI) of the human resources (HR) decision-maker on firm performance in small and medium-sized enterprises…

1074

Abstract

Purpose

This paper aims to examine the influence of the emotional intelligence (EI) of the human resources (HR) decision-maker on firm performance in small and medium-sized enterprises (SMEs), as well as the possible mediating role of the use of a system of HR practices in that relationship.

Design/methodology/approach

The research involves a sample of 157 managers responsible for HR in SMEs. SMEs are examined because in these firms, decisions are not usually adopted on a collegiate basis. It makes these firms an ideal context for studying the relationship between HR decision-maker’s EI and firm performance.

Findings

Results show that the HR decision-maker’s EI determines firm performance in terms of generation of valuable HR and financial outcomes. They also confirm the mediating role of the system of HR practices in that relationship.

Research limitations/implications

This research suggests that an adequate understanding of the importance of EI can guide efforts to boost SMEs competitiveness. Thus, as SMEs are an important part of the business fabric in the majority of developed economies, the implications of this study are significant.

Originality/value

Findings in this research suggest that the workplace is not managed exclusively on a cognitive basis since emotional competences may play an important role in the HR management and SMEs’ performance.

Article
Publication date: 27 May 2014

Caroline Swee Lin Tan, Kosmas X. Smyrnios and Lin Xiong

The purpose of this paper is to investigate drivers of learning orientation (LO) in 253 Australian fast-growth small-to-medium enterprises (SMEs) through an examination of the…

1676

Abstract

Purpose

The purpose of this paper is to investigate drivers of learning orientation (LO) in 253 Australian fast-growth small-to-medium enterprises (SMEs) through an examination of the interrelationships between transformational leadership (TL), human resource (HR) practices, and organizational climate.

Design/methodology/approach

CEOs/managers of fast growth SMEs completed either an online or mailout survey. Statistical analyses involved tests for confounding and mediational effects, the use of exploratory factor analytic techniques and structural equation modelling.

Findings

Findings reveal that TL is a significant antecedent of supportive and open organizational climates, and reward and job-related HR practices. Job-related HR practices and organizational climate fully mediate relationships between TL and LO. However, providing monetary incentives linked to performance does not motivate staff to learn. Instead, leaders need to act as role models, stimulate employees intellectually, provide a road map for staff, and focus on creating a supportive, open, and friendly environment.

Research limitations/implications

Sample size is modest, reducing statistical power. The use of a cross-sectional, non-experimental design limits causal inferences. This study relied on the views of only entrepreneurs.

Practical implications

These findings have important implications for management practice in terms of leadership, HR practices, and organizational learning in entrepreneurial ventures. Businesses who provide benefits and bonuses linked to performance do not necessarily engage employees to commit to learning, subscribe to a shared vision, or think innovatively. LO is enhanced only when employees are motivated, empowered, and treated as valuable resources. The establishment of personal relationships and open communication between owner-managers and employees, fosters firm LO.

Originality/value

The present research contributes to the theoretical debate on the central role of leadership in fostering HRM practices, organizational climate and LO in fast-growth entrepreneurial companies. This study is the first to empirically test drivers of LO in FGSMEs. A simple linear model is insufficient to explain the influence of TL on LO.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 20 no. 4
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 27 January 2021

Tuan Trong Luu

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and…

1990

Abstract

Purpose

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Design/methodology/approach

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

Findings

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

Practical implications

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

Originality/value

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 3
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 20 June 2018

Tuan Trong Luu

There has been a growing number, though still modest, of organizations in Vietnam context that hire employees with disabilities and build disability inclusive management practices…

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Abstract

Purpose

There has been a growing number, though still modest, of organizations in Vietnam context that hire employees with disabilities and build disability inclusive management practices and disability diversity climate for them to engage in their work roles. The purpose of this paper is to investigate how disability inclusive HR practices contribute to work engagement of employees with disabilities working in Vietnam-based information technology (IT) industry.

Design/methodology/approach

The research model was tested through the data collected from employees with disabilities and their direct supervisors from IT companies based in Vietnam.

Findings

The data analysis revealed that disability inclusive HR practices influenced employees with disabilities to engage in their work activities through organizational identification as a mediator. Moral leadership exhibited a positive interactive effect with disability inclusive HR practices in promoting organizational identification of employees with disabilities and, in turn, their work engagement. In addition, employees’ idiosyncratic deals were found to serve as an individual enhancer for the link between their organizational identification and work engagement.

Originality/value

This research sets a milestone for more empirical inquiries on disability-oriented antecedents at both organizational and individual levels that can foster work engagement of employees with disabilities.

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