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1 – 10 of over 3000Peter 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 individual…
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.
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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 supportive work…
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.
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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…
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.
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Although environmental factors at the organizational level are of importance for individual employability, very few studies have investigated how the practices an organization…
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.
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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 work in the…
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.
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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…
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.
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Md Shamirul Islam, Muslim Amin, Feranita Feranita and Osman M. Karatepe
This study aims to propose and examine a research model where work engagement mediates the impacts of high-involvement work practices (HIWPs) on bank employees' turnover…
Abstract
Purpose
This study aims to propose and examine a research model where work engagement mediates the impacts of high-involvement work practices (HIWPs) on bank employees' turnover intentions. Specifically, the paper assesses: (a) the effects of empowerment, information sharing, rewards and training on work engagement and turnover intention, (b) work engagement as a mediator of the effects of these HIWPs on turnover intention (c) and functional competence as a moderator of the effects of these HIWPs on work engagement.
Design/methodology/approach
An online survey was employed to gather data from 343 employees working in commercial banks in Bangladesh. The authors applied partial least squares structural equation modeling to assess the aforesaid linkages.
Findings
Empowerment and information sharing increase bank employees' work engagement, while training and rewards reduce their proclivity to leave. Work engagement partly mediates the relationships of empowerment and information sharing to turnover intention. Functional competence moderates the relationship between three HIWPs (empowerment, information sharing and rewards) on work engagement.
Originality/value
The paper examines the association between HIWPs and turnover intention, which has been subjected to little empirical inquiry among bank employees during a crisis (e.g. Covid-19 pandemic). The paper provides new insights into the underlying mechanism linking HIWPs and turnover intention and highlights the moderating effect of functional competence. Additionally, the study offers new knowledge on the impact of the pandemic on bank employees' HIWPs. Finally, this paper used data gathered from bank employees in Bangladesh, which is an underrepresented Asian country in the extant service research.
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Mohammad Rabiul Basher Rubel, Daisy Mui Hung Kee and Nadia Newaz Rimi
This paper aims to examine how high involvement HRM (HIHRM), technology adaptation and innovativeness influence employees to respond to technology innovation performance – that…
Abstract
Purpose
This paper aims to examine how high involvement HRM (HIHRM), technology adaptation and innovativeness influence employees to respond to technology innovation performance – that is, radical innovation performance and incremental innovation performance – in distinct ways.
Design/methodology/approach
The purposive judgmental sample technique is used to assess the perceptions of 545 IT employees in Bangladesh's ready-made garment (RMG) industry. The partial least square-structural equation modeling (SEM-PLS) method is applied to analyze and interpret the data.
Findings
Findings of the analysis show that HIHRM, technology adaptation and innovativeness influence employees to exhibit technology innovation performance. Furthermore, both technology adaptation and innovativeness show the significant mediating effects between HIHRM and technology innovation performance.
Practical implications
First, this study’s findings contribute to HIHRM and technology innovation performance within the context of the resource-based theory. Second, the RMG organizations would acknowledge the role of HIHRM on employee technology adaptability and innovation capability in this regard. A future study might point to the models' ability to create the best work environments, which can help organizations to boost employee productivity through adaptation and innovation.
Originality/value
The study would offer a distinctive perspective on higher-order HIHRM and how they affect IT employees in RMG organizations in Bangladesh that could be approached in other labor-intensive and developing nations. This study also expands the research on technology adaptation and innovativeness by exploring the mediating roles between HIHRM and employee technology innovation performance in the organization.
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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.
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