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Based on social exchange theory and the substitutes for leadership theory, this paper aims to investigate whether an organization’s high-commitment HRM strategy can substitute for the effect of servant leadership in promoting employees’ affective commitment, psychological empowerment and intent to remain with the organization.

This study’s hypotheses were tested with moderation and mediation analyses conducted on a sample of 172 Chinese employees.

The results show significant negative interaction effects between high-commitment HRM systems and servant leadership, such that high levels of one will reduce the positive effect of the other on affective commitment and psychological empowerment. Further, the effects of high-commitment HRM systems and servant leadership on turnover intentions are mediated through affective commitment and psychological empowerment. Finally, support was found for a mediated moderation model where the negative interaction effect between high-commitment HRM systems and servant leadership on turnover intentions is mediated through affective commitment.

The results of this study can help practitioners identify alternative means to influence employees’ positive attitudes and work motivation when implementing high-commitment HRM systems is not feasible for the organization.

This study contributes to the leadership literature by providing evidence supporting the substitutes for leadership theory and describing the specific conditions under which this theory is valid, as well as contributing to the HRM literature by examining the dynamic interaction of HRM and leadership.

The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined.

The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners.

High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior.

First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization.

From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment.

Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.

The paper aims to clarify the relationship between organizational work-family practices and employee work-family conflict in light of the boundary conditions of commitment-based human resource management (HRM) and employee human capital.

The paper opted for a multi-source, multi-level design and surveyed 1,717 individuals (including CEOs, HR managers and employees) from 159 firms in China. The model was tested using hierarchical linear modeling.

The paper provides empirical insights that the effect of work-family practices on work-family conflict is indispensably dependent on the adoption of commitment-based HRM. In addition, employee human capital further moderated this interaction in that the effect of work-family practices on reducing work-family conflict was most salient with high-education employees who were embedded in a high-commitment HRM system.

Testing the hypotheses in the Chinese context has both its merits and drawbacks. Specific results are pursuant to the Chinese context. Therefore, a cross-cultural comparative study is called upon.

The paper includes implications for organizations striving to minimize employee work-family conflict.

This paper primarily applies the resource-building perspective to examine the synergistic effects of organizational resources (targeting work-family practices together with general commitment-based HRM) and individual intellectual resources (human capital) on employee work family conflict.

In the deregulated public sector upper secondary school field in Oslo, Norway, teachers’ voice is found to be restricted. The purpose of the present paper is to examine human resource management (HRM) approach, satisfaction with the performance appraisal (PA) system and concern for reputation as possible antecedents to voice restrictions.

The present study is based on a survey (N = 1,055) carried out among upper secondary school teachers in one urban, one suburban and one rural area of Norway. Data were analyzed with path analysis, including analyses of mediation, moderation and moderated mediation.

Analyses reveal that there is a positive relationship between voice restrictions and control-oriented HRM, PA dissatisfaction and reputation concern, respectively. Low-quality leader–member exchange (LMX) mediates the relationships between voice restrictions and control-oriented HRM, and voice restrictions and PA dissatisfaction, but not between voice restrictions and reputation concerns. No moderation or moderated mediation effects were found.

While there is a broad literature on deregulation and marketization of public sector schools, research on its consequences is limited, and scholarship on the consequences for teachers’ voice is in its infancy. To the best of the author’s knowledge, this study is among the first to explore these issues, and, in addition, makes a rare contribution by unveiling that both PA satisfaction and reputation concern is related to voice restrictions.

HRM climate is the intervening variable that relates implemented HRM practices to individual reactions. The purpose of the study is to contribute to the understanding of HRM climate construct, through the study of the role of HRM climate in employees' attitudes.

Based on the literature review a model is proposed that links HRM climate perceptions to job satisfaction, job involvement and perceived organisational performance. The model was tested on a sample of 574 Slovenian employees from the manufacturing sector. The model of HRM‐attitudes relationship was tested with partial least squares approach to structural equation modelling.

Two HRM climate dimensions (collaboration and structure) have an indirect (through job satisfaction and job involvement) and direct effect on perceived organisational performance, although dimension “collaboration” has a much stronger effect on employees' job satisfaction, and perceived organisational performance factor, than the “structure” dimension.

The HRM climate as a construct has not been studied intensively, although perceptions of HRM practices have been at the centre of attention since the beginning of the study of HRM‐performance relations. The study shows that the meaning assigned to the experienced HRM practices, has a strong effect on employees' reactions toward the job and work environment, and so offers a new approach to the understanding of the individual's role in HRM‐performance relation.

The purpose of this paper is to explore the mechanisms by which high-commitment organization is associated with employees’ job performance through the perspective of taking charge and the perceived strength of the human resource management (HRM) system.

Based on conservation of resources (COR) theory, the authors used two-wave survey data from 200 supervisor-subordinates pairs in China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.

The authors found that perceived high-commitment organization and perceived strength of the HRM system interact in predicting employees’ taking charge behavior, such that perceived high-commitment organization is more positively associated with taking charge when the perceived strength of the HRM system is high rather than low. In addition, taking charge mediates the relationship between interactive effects of perceived high-commitment organization and the perceived strength of the HRM system on employees’ job performance.

This study extended the high-commitment organization from the perspective of individual perception based on the COR theory and regard perceived high-commitment organization as an organizational resource.

The purpose of this paper is to investigate the mediating roles of knowledge sharing behaviors (knowledge collecting and donating) in linking the relationship between high-commitment human resource management (HRM)practices and specific aspects of innovation capability, namely, exploitative and exploratory innovation.

The paper is based on quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 281 participants in 95 Chinese firms.

The findings of this study support the mediating role of knowledge sharing (KS) behaviors in the relationship between HRM practices and aspects of innovation capability. It highlights the important role of knowledge donating and indicates that the effect of knowledge donating is more significant than that of knowledge collecting on exploitative and exploratory innovation.

Future research should investigate the impact of high-commitment HRM practices on innovation capability under the moderating effects of organizational variables to bring better understanding on the relationship among them.

The paper significantly contributes to increasing knowledge and insights on the correlation between high-commitment HRM practices and specific forms of innovation. The understanding on mediating role of KS contribute to advancing the body of knowledge of HRM and innovation theory.

The purpose of this paper is to answer the question of whether individual perceptions of an HRM system – distinctiveness, consistency and consensus – and shared perceptions of HRM (climate strength) are positively related to affective commitment in the organization. In addition, the paper examines if climate strength has a mediating effect in the relationship between the individual perceptions of an HRM system and affective commitment.

A survey study with data from 671 employees, 67 line‐managers and 32 HR‐managers within four hospitals was used.

Results of two‐level analyses (department, employee) showed that the perception of distinctiveness, consistency and climate strength, as expected are positively related to affective commitment. Instead of a mediating effect of climate strength a moderator effect was found: the relationship between consistency and affective commitment is stronger when climate strength is high.

The study offers researchers some recommendations to focus on the process of HRM (in terms of distinctiveness, consistency and consensus), and on the importance of shared perceptions within a department.

This study shows the impact of aspects of the process of HRM on the individual level, and shared perceptions of high commitment HRM on the department level on affective commitment of employees.

The purpose of this paper is to explore the relationship between employees' perceptions of a particular subsystem of HRM practices (performance management) and their commitment to the organisation. In addition, the study seeks to examine the mechanisms by which these perceptions translate into employee attitudes and behaviours.

A total of 524 questionnaire responses were collected from four organisations in the UK.

The findings show that the link between employee experiences of high commitment performance management (HCPM) practices and their level of commitment is strongly mediated by related perceptions of organisational justice. In addition, the level of employee trust in the organisation is a significant moderator.

This is a cross‐sectional study based on self‐report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.

The findings lead one to believe that it is essential to observe the actual experiences of HCPM practices and outcomes at employee level, and to consider the broader organisational context, if one is to understand their effects on performance.

When exploring the impact of high commitment work practices on firm performance, little attention has been paid to the employee perspective: employees ultimately are the recipients of an organisation's HRM practices, and as such their perceptions of these practices affect their attitudes and behaviour in the workplace.