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1 – 10 of over 2000
Book part
Publication date: 15 July 2019

Peter Boxall, Meng-Long Huo, Keith Macky and Jonathan Winterton

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle…

Abstract

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

Article
Publication date: 4 March 2014

Isabel Ma Prieto and Ma Pilar Pérez-Santana

The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of…

12056

Abstract

Purpose

The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of supportive work environment conditions.

Design/methodology/approach

The study uses regression analysis to test the hypotheses in a sample of 198 Spanish firms.

Findings

The results indicate that ability-enhancing and opportunity-enhancing human resource practices are positively related to innovative work behaviors with the mediation of two work environment variables: management support and coworkers support. This study discusses results and highlights limitations and future research directions.

Originality/value

Previous researchers have identified employees as important sources of innovation, but systemic empirical research has not been fully applied to examine the relationship between human resource management (HRM) and employees' innovative work behavior.

Article
Publication date: 3 August 2015

Ceyda Maden

The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement…

4350

Abstract

Purpose

The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors.

Design/methodology/approach

The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure.

Findings

The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees’ work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation.

Research limitations/implications

The generalizability of the findings is limited. The data are based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality.

Practical implications

Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing.

Originality/value

This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.

Article
Publication date: 1 August 2018

Wei Liu

Although environmental factors at the organizational level are of importance for individual employability, very few studies have investigated how the practices an…

1676

Abstract

Purpose

Although environmental factors at the organizational level are of importance for individual employability, very few studies have investigated how the practices an organization implements can facilitate employability. The purpose of this paper is to analyze how high-involvement human resources (HIHR) practices (i.e. recognition, competence development, empowerment, information sharing and fair rewards) influence employee learning, which contributes to employability.

Design/methodology/approach

The data were collected from 288 pairs of employees and their direct supervisors in Chinese companies. In this study, we measure perceived employability from both employees and their direct supervisors. Structural equation modeling (SEM) analysis is conducted to test the hypotheses.

Findings

The results indicate that employees’ perceptions of the HIHR practices of recognition, competence development, empowerment and information sharing are positively related to employee learning, and then facilitate self- and supervisor-ratings of employees’ employability. Practices of fair rewards have a negative effect on employee learning and employability.

Originality/value

This study contributes to employability and human resource management literature in several ways. First, the study raises the association between different HIHR practices and perceived employability through employee learning. Second, the study considers both self-rating and supervisor-rating of employability to improve the effectiveness of the results.

Details

Career Development International, vol. 23 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 5 October 2015

Olivier Doucet, Marie-Ève Lapalme, Gilles Simard and Michel Tremblay

Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement

1588

Abstract

Purpose

Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement management practices on the relation between managers’ transformational leadership and employees’ affective organizational commitment.

Design/methodology/approach

Data were collected from employees of a large Canadian financial firm. Questionnaires were sent out and 219 received, representing a response rate of 63.3 percent. The hypotheses were tested using multiple regressions analysis with moderation effects.

Findings

The results show three statistically significant interactions between transformational leadership and high-involvement management practices. More specifically, information sharing and power sharing practices acted as leadership enhancers, while skill development practices served as a leadership substitute.

Practical implications

The results of this research could help immediate supervisors adjust their leadership strategies to their organizations’ HRM practices, and also guide top managers in choosing practices that can support these supervisors.

Originality/value

This study contributes to the literature on leadership by considering how contextual factors may affect the influence of transformational leadership and by integrating HRM practices within the substitutes for leadership framework.

Details

International Journal of Manpower, vol. 36 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 9 May 2020

Andrés Salas-Vallina, Manoli Pozo-Hidalgo and Pedro-Gil Monte

The purpose of this research is to examine the impact of high-involvement work systems (HIWS) on absorptive capacity. In addition, the mediating effect of happiness at…

Abstract

Purpose

The purpose of this research is to examine the impact of high-involvement work systems (HIWS) on absorptive capacity. In addition, the mediating effect of happiness at work in the relationship between high-involvement work practices and absorptive capacity is analyzed.

Design/methodology/approach

A 2-1-2 bathtub multilevel mediation model was used to analyze a sample of 783 employees from 111 bank branches, gathering data at three different times.

Findings

The results reveal that HIWS positively affect absorptive capacity. In addition, they show that happiness at work partially mediates the relationship between HIWS and absorptive capacity.

Originality/value

Happiness at work is a fundamental element for knowledge absorption. The findings support the basic assumptions of the job demands-resources model, and demonstrate how HIWS, acting as a job resource, lead to positive attitudes (happiness at work) and, in turn, to positive outcomes (absorptive capacity). The proposed HIWS, based on the assumptions of the mutual gains model, reveal a positive employment relationship with effects on both HAW and organizational outcomes. If organizations expose their employees to management practices that have specific benefits for their HAW, employees are more likely to perform their jobs in ways that will promote their absorptive capacity.

Details

Employee Relations: The International Journal, vol. 42 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

Content available
Book part
Publication date: 6 August 2020

Mert Gürlek

Abstract

Details

Tech Development through HRM
Type: Book
ISBN: 978-1-80043-312-0

Article
Publication date: 28 December 2020

Ahmad M. Obeidat

This study proposes and tests a conceptual model hypothesizing that perceived high-involvement human resource practices (HIHRPs) influence organizational members’ positive…

Abstract

Purpose

This study proposes and tests a conceptual model hypothesizing that perceived high-involvement human resource practices (HIHRPs) influence organizational members’ positive word-of-mouth (PWOM) intentions, via the mediating mechanisms of perceived organizational support (POS) and positive affect (PA).

Design/methodology/approach

Questionnaire data were collected from 194 working individuals and were analyzed by using structural equation modeling and the SPSS PROCESS macro.

Findings

The findings of this study are as follows: perceived HIHRPs had a significant positive influence on organizational members’ POS and PA; POS and PA were each significantly and positively related to PWOM intentions; the relation between HIHRPs and PWOM intentions was significantly mediated by POS and significantly mediated by PA; when included in one model, POS and PA together fully mediated the relationship between HIHRPs and PWOM intentions.

Originality/value

This study is one of the first to develop and empirically test a model identifying the HR determinants of personnel’s PWOM intentions, an area overlooked within the human resource management and organizational behavior literature. The study is also the first to examine the mediating effects of POS and PA on the relationship between HIHRPs and PWOM intentions.

Article
Publication date: 8 February 2018

Neha Gupta and Vandna Sharma

This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX)…

2011

Abstract

Purpose

This paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India.

Design/methodology/approach

Data have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model.

Findings

Findings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE.

Research limitations/implications

This study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices.

Originality/value

This study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

Details

Journal of Indian Business Research, vol. 10 no. 2
Type: Research Article
ISSN: 1755-4195

Keywords

Article
Publication date: 31 March 2020

Muhammad Yasir and Abdul Majid

Following “AMO” framework and resource-based theory (RBT), the current study empirically examines the relationships between high-involvement human resource management (HI…

1193

Abstract

Purpose

Following “AMO” framework and resource-based theory (RBT), the current study empirically examines the relationships between high-involvement human resource management (HI HRM) practices, employee functional flexibility (FF) and innovative work behavior (IWB). Furthermore, the mediating effect of FF has also been tested.

Design/methodology/approach

Descriptive statistics, correlation, hierarchical regression analysis, baron and Kenny, PROCESS Macro and Sobel Test approach were used on a sample of 894 employees of manufacturing concerns.

Findings

Findings revealed a direct effect of HI HRM practices on FF and IWB. In addition, the results confirm that FF positively mediates between HI HRM practices and IWB. Furthermore, three dimensions of HI HRM practices, i.e. ability-enhancing (AE), motivation-enhancing (ME) and opportunity-enhancing (OE) HRM practices also predicted FF and IWB.

Practical implications

This study not only offers the empirical evidence to validate the findings of past researchers, but also provide insight how HI HRM practices flourish the mechanism of FF in manufacturing concerns. Furthermore, this study highlighted some interesting facts that should be meaningful options for HR managers to enhance the level of employees' FF and IWB.

Originality/value

Although the empirical evidence is well established that HI HRM practices have a substantial contribution for organizational performance, however, there is lack of studies that empirically examine the associations among HI HRM practices, employee's competencies and behaviors, as well as the mechanism through which HI HRM practices affect work related innovative behavior. Finally, in distinguishing from the past studies, this study explores HI HRM practices as an important predictor of FF in addressing the IWB.

Details

Employee Relations: The International Journal, vol. 42 no. 4
Type: Research Article
ISSN: 0142-5455

Keywords

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