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1 – 10 of over 2000
Article
Publication date: 26 June 2019

Aaron McCune Stein and Yan Ai Min

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…

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Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Book part
Publication date: 16 January 2023

Michael Beer

This chapter presents a theory for developing an adaptive high commitment, high performance system of organizing, managing, and leading. It is a synthesis of my 50 years of action…

Abstract

This chapter presents a theory for developing an adaptive high commitment, high performance system of organizing, managing, and leading. It is a synthesis of my 50 years of action and field research presented in my books and articles. It operationalized and makes actionable the ideas of Lewin and systems theorists. Its features are three organizational outcomes that must be achieved simultaneously, features of the system that must be targeted for change, six silent barriers to change, a governance system for continuous learning, change in large complex systems, and elements of a system that needed to immunize it against ultimate destruction.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-80455-094-6

Keywords

Article
Publication date: 7 November 2019

Kohinur Akter, Muhammad Ali and Artemis Chang

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper…

Abstract

Purpose

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue.

Design/methodology/approach

This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases.

Findings

The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance.

Originality/value

This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.

Article
Publication date: 15 February 2024

Badreya Alzadjali and Syed Zamberi Ahmad

This study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance.

Abstract

Purpose

This study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance.

Design/methodology/approach

Using structural equation modeling (SEM) for analysis, a quantitative approach was adopted to collect data from the 235 employees from the public sector in the United Arab Emirates (UAE).

Findings

Results show that HCWSs have a significant influence on organizational support and employee work–life balance. Therefore, there is a significant positive effect on employee well-being. The consequence of HCWS on well-being is not mediated by organizational support. Organization and work–life balance do not support the idea of reducing the negative effects of high-commitment work systems on well-being. There is a significant influence of work–life balance on employee behaviors to have well-being.

Originality/value

Managers can devise a strategy to involve the employees to join participating in decision-making. The research advances knowledge of how HCWS improves employee well-being and emphasizes the significance of organizational support in the environment of public organizations. Organizations are expecting to develop new strategies that help employees engage with their environment and increase their confidence. In this perspective, the present study has identified a crucial key factor of HCWS affecting of organization support and employee work–life balance, which can help propelling employees well-being. The research expands the knowledge of the organizational and cultural elements that influence employee behavior and performance in this setting by evaluating the effects of HCWS on employee well-being in the UAE.

Details

Industrial and Commercial Training, vol. 56 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 3 October 2020

Xiufeng Li and Congcong Lin

We draw on the conservation of resources theory to explore when and how a high-commitment work system (HCWS) improves employees' work well-being.

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Abstract

Purpose

We draw on the conservation of resources theory to explore when and how a high-commitment work system (HCWS) improves employees' work well-being.

Design/methodology/approach

Data were collected from 64 branches in a high-tech company, involving 64 supervisors and 434 employees to examine the influence of branch-level HCWS on employees' work well-being at individual level.

Findings

Consistent with our predictions, the results indicate that a well-designed human resource management (HRM) system (i.e. HCWS) helps to enhance employees' work well-being. Psychological empowerment is seen as an important mechanism linking HCWS with work well-being. The effects of HCWS on psychological empowerment and work well-being are significantly positive only when leader trust in employees is high.

Originality/value

This study indicates a novel resource theoretical perspective regarding the HRM system-employee well-being relationship. It provides insights into how contextual resources (HCWS) enhance employees' work well-being by potentiating the effect of personal resources (psychological empowerment). Just as the old saying goes, “give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime,” the leader trust serves as a critical valve.

Details

Personnel Review, vol. 50 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 15 July 2019

Saba S. Colakoglu, Niclas Erhardt, Stephanie Pougnet-Rozan and Carlos Martin-Rios

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…

Abstract

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.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78973-852-0

Keywords

Article
Publication date: 16 August 2021

Chandra Sekhar

Although managers and academicians have recognised the importance of high-commitment work systems (HCWS), work engagement and psychological capital (PsyCap) in service firms, many…

Abstract

Purpose

Although managers and academicians have recognised the importance of high-commitment work systems (HCWS), work engagement and psychological capital (PsyCap) in service firms, many questions remain unanswered. This study aims to fill the gaps in the area of work engagement by considering the relationships among HCWS, PsyCap and work engagement. In this cross-sectional study, the author drew on the social exchange theory to analyse these relationships.

Design/methodology/approach

Cross-sectional data from 309 employees from India’s services sector was collected to investigate HCWS and work engagement associations. The data were analysed by structural equation modelling.

Findings

The study findings integrate the existing literature on human resource (HR) systems and positive psychology by identifying the critical role of PsyCap in passing the positive effects of HCWS to engage employees in their work. Further, it supports the assumption that PsyCap is formed primarily based on organisational practices, thereby addressing the paucity of research that examined the antecedents of PsyCap.

Practical implications

Owing to study findings, service firms are encouraged to carry out human resource development intervention(s) to make their employees psychologically capable. Since PsyCap is a state-like construct, it can be developed among individuals. Thus, managers can develop their employees’ PsyCap through various training interventions.

Originality/value

The mediating role of PsyCap in the HCWS and work engagement in India’s service industries settings was tested. The present study’s findings contribute to the theory of strategic human resource management by explaining how HCWS can help employees engage better in their work.

Details

International Journal of Organizational Analysis, vol. 30 no. 4
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 1 March 2003

Steven A.Y. Poelmans, Nuria Chinchilla and Pablo Cardona

Several authors have tried to explain the variation across firms in the implementation of work‐family programmes in terms of the employment strategy of these firms and…

5068

Abstract

Several authors have tried to explain the variation across firms in the implementation of work‐family programmes in terms of the employment strategy of these firms and institutional pressures. But most of these studies have been done in the US context. This study replicates these studies in Spain, which has a very different legal, cultural, and labour market context and where the diffusion of work‐family programmes has only recently started. Using data from a sample of 131 Spanish, mostly private firms, tests five hypotheses that may explain the adoption of family‐friendly human resources management policies. Finds that even in this particular context both the employment strategy and some institutional pressures play an important role. The size of the firm, the percentage of female employees, the presence of a high‐commitment work system and the tightness of the labour market are associated with the implementation of a work/family programme. With the increasing participation of female workers and the ageing of the population expects that work/family programmes will continue to diffuse in Spain.

Details

International Journal of Manpower, vol. 24 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 February 2024

Motasem M. Thneibat

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation…

Abstract

Purpose

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Design/methodology/approach

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

Findings

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Originality/value

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 1 August 1999

Boyd Black

This paper examines the relationship between national culture and high commitment management (HCM). A model linking national culture and HCM is developed and hypotheses concerning…

5856

Abstract

This paper examines the relationship between national culture and high commitment management (HCM). A model linking national culture and HCM is developed and hypotheses concerning the relationship between national culture and the take‐up of specific HCM practices are derived. Empirical results demonstrating the relationship between national culture and the take‐up of particular HCM practices across nine countries are presented. The paper further establishes that the adoption of certain individual HCM practices is more closely associated with superior employee performance in countries with certain cultural characteristics than in others. However, when HCM is implemented as a package of practices, it is found to be associated with superior employee performance across different cultural settings. The paper concludes that national culture plays an exogenous determining role in the adoption of HCM practices, with the result that the globalisation of HCM practices should be undertaken with sensitivity.

Details

Employee Relations, vol. 21 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

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