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Article
Publication date: 30 July 2020

Safa Riaz, Keith Townsend and Peter Woods

The purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of

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Abstract

Purpose

The purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of HPWS.

Design/methodology/approach

A qualitative study of 55 interviews was conducted with managers (senior, HR, frontline) and employees from three telecommunication organisations based in Pakistan.

Findings

The findings indicate that a clear, well-developed HRM philosophy ensures clarity in HPWS formulation not only for managers, but also for employees. However, lack of strong philosophical foundations for HPWS can result into distorted HRM messages and negative employee perceptions.

Originality/value

Whilst there remains debate over the positive and negative influence of HPWS for employee outcomes, this study presents HRM philosophy as important HRM component to understand HPWS implementation. The article highlights the fact that the purpose of HPWS practices and its effective communication to employees can make a substantial difference in how employees perceive these practices. In sum, an employee centred philosophy is likely to be pre-condition circumstances for improving employee outcomes.

Details

Personnel Review, vol. 50 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 3 September 2019

Shaoheng Li, Christopher J. Rees and Mohamed Branine

The purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention (TI)…

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Abstract

Purpose

The purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention (TI), in small- and medium-sized enterprises (SMEs) in mainland China.

Design/methodology/approach

This paper adopts a quantitative approach based on a sample of 227 employees working in 24 SMEs in eastern and western China.

Findings

Employees’ perceptions of HRM practices, such as training and development, reward management and performance management, are significant predictors of employee commitment. A negative direct relationship is found between employees’ perceptions about the use of HRM practices and TIs.

Research limitations/implications

Although data were collected from two representative provinces of eastern and western China, the size of the sample may limit the generalisability of the findings to the wider region.

Practical implications

The relationship between employees’ perceptions of HRM practices and employee outcomes in Chinese SMEs provides an effective way for SME owners and HR practitioners to generate desirable employee attitudes and behaviours, which, ultimately contribute to improving organisational performance.

Originality/value

This is an original paper which makes a contribution by helping to address the dearth of studies which have explored aspects of the effectiveness of HRM in SMEs in China. In contrast to the majority of China-focussed studies on this topic, it highlights HRM outcomes at the individual level rather than the organisational level. Further, the study involves SMEs in western China which is an under-explored region.

Details

Employee Relations: The International Journal, vol. 41 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 20 May 2020

Engin Aydoğan and Özcan Arslan

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices bundles and organizational commitment, and find answers for…

Abstract

Purpose

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices bundles and organizational commitment, and find answers for questions on which of these bundles contribute how to the employees’ performance and loyalty according to their demographic characteristics in maritime market.

Design/methodology/approach

Two separate surveys were applied to 104 employees of international maritime companies. Factor and reliability analyses were carried out to ensure the surveys’ validity and reliability. Then, correlation analysis was conducted to determine whether there is a relationship between HRM practices and organizational commitment. Finally, independent groups t-test was used to determine if perceptions of employees on HRM practices and their organizational commitment vary according to their demographic characteristics.

Findings

Moderate positive and negative linear relationships between HRM practices bundles and organizational commitment were found. Also, significant differences between the organizational commitment levels of employees and their perceptions on the effects of HRM practices to their performance were determined.

Research limitations/implications

Surveys were conducted only on Turkish employees in maritime sector and companies only that published annual and social responsibility report were examined.

Practical implications

HR managers should pay attention on HRM practices bundles to increase the level of employee’s organizational commitment and performance. While doing this, they also should take their employees’ demographic characteristics on account. This study can give clues about management of employees with different perceptions on performance and commitment.

Originality/value

The authors add the literature by identifying the link between HRM practices bundles and organizational commitment. To the best of the authors’ knowledge, this is the first study, which reveals the link between HRM practices bundles and organizational commitment dimensions, separately. Also, an original new questionnaire was produced, which measures the employees’ perceptions on the effects of HRM practices to performance.

Details

International Journal of Organizational Analysis, vol. 29 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

Book part
Publication date: 18 August 2006

Miriam Erez

This chapter discusses the strengths and challenges posed by the chapter by Aumann and Ostroff entitled, “Multi-Level Fit: An Integrative Framework for Understanding HRM Practices

Abstract

This chapter discusses the strengths and challenges posed by the chapter by Aumann and Ostroff entitled, “Multi-Level Fit: An Integrative Framework for Understanding HRM Practices in Cross-Cultural Contexts.” In addition, this chapter proposes an alternative multi-level model of culture, which consists of structural and dynamic dimensions with culture's strength as a moderator of the top-down bottom-up dynamic processes. This model assumes that there is a fit between the value system and the HRM practices, as they represent two layers of culture – visible and less visible. Yet, the fit can be interrupted when HRM practices are transferred across cultures. The chapter further discusses when HRM practices are rejected and when they are accepted despite the misfit.

Details

Multi-Level Issues in Social Systems
Type: Book
ISBN: 978-1-84950-432-4

Book part
Publication date: 18 August 2006

Kerstin A. Aumann and Cheri Ostroff

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being…

Abstract

In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

Details

Multi-Level Issues in Social Systems
Type: Book
ISBN: 978-1-84950-432-4

Article
Publication date: 15 March 2013

Nada Trunk Širca, Katarina Babnik and Kristijan Breznik

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

5100

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Industrial Management & Data Systems, vol. 113 no. 3
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 2 February 2015

Adedapo Adewunmi Oluwatayo

There has been little empirical study on employees’ perceptions of Human Resource Management (HRM) practices in the architectural industry, where the employee architects have been…

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Abstract

Purpose

There has been little empirical study on employees’ perceptions of Human Resource Management (HRM) practices in the architectural industry, where the employee architects have been described as the assets of the firm, and how these influence their job satisfaction. The purpose of this paper is to investigate the factors that define the perceptions of these employees of the HRM practices and how these perceptions influence their job satisfaction.

Design/methodology/approach

A questionnaire survey of employee architects in Lagos, Nigeria was carried out. The respondents were asked to rate their perceptions of HRM practices in their firms. Data were analyzed using mean ranking, principal component analysis, and regression analyses.

Findings

The results show that contrary to popular beliefs, most of the respondents were satisfied with their jobs overall, although they were least satisfied with their pay. The factors that predict the satisfaction of the employee architects with various aspects of the job were identified.

Research limitations/implications

A major limitation to this study lies in the fact that samples were only taken from employees of privately owned architectural firms in Lagos, Nigeria.

Practical implications

The results indicate areas of HRM practices that principals of architecture firms may explore to enhance employee architects’ satisfaction.

Originality/value

The study adds to the body of knowledge on employee perception of HRM practices and satisfaction by providing evidence from the architectural industry. This study further contributes to literature satisfaction as a multi-scale item in relation with the employee architects’ demographic and HRM practices.

Details

Built Environment Project and Asset Management, vol. 5 no. 1
Type: Research Article
ISSN: 2044-124X

Keywords

Article
Publication date: 20 April 2013

Sophie Hennekam and Olivier Herrbach

The purpose of this paper is to examine the role of perceived human resource management (HRM) practices on affective organizational commitment, job performance and preference for…

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Abstract

Purpose

The purpose of this paper is to examine the role of perceived human resource management (HRM) practices on affective organizational commitment, job performance and preference for early retirement.

Design/methodology/approach

In total, 414 older employees with a low occupational status, in the graphical, arts, information and media sectors in the Netherlands, filled out a survey measuring their perception of five human resource practices related to flexible work options, job design, training, evaluation of their performance and recognition and respect, their commitment, job performance and preference for early retirement.

Findings

The results show that employees’ perception of HRM practices related to job design and recognition and respect have a positive influence on their affective commitment to their organization. Second, their perception of the HRM practices related to recognition and respect are also shown to have a positive relationship with job performance. However, it was found that perceived HRM practices do not influence preference for early retirement.

Originality/value

These findings show that the provision of HRM practices enhances job performance and affective organizational commitment. However, in contrast with the common assumption that HRM practices will influence the retirement decision in the sense that it will delay their retirement, it might not be a useful tool to keep older employees longer in the workforce.

Article
Publication date: 23 March 2020

Jinuk Oh

The study sought to provide insight into the affective mechanisms that underlie the relationship between HRM practices and employee turnover intentions from the perspective of

1030

Abstract

Purpose

The study sought to provide insight into the affective mechanisms that underlie the relationship between HRM practices and employee turnover intentions from the perspective of Korean employees. The study drew on social exchange theory and used compensation satisfaction, perceived job security and job autonomy to explain how perceptions of HRM practices affect employee turnover intentions.

Design/methodology/approach

The data were generated from a survey questionnaire administered to both white-collar and knowledge workers in different organizations in the Seoul Capital Area. The final sample consisted of 310 full-time employees.

Findings

The results show that compensation satisfaction and perceived job security have significant indirect negative effects on employees' intentions to leave their organization in the Korean context, which supports previous studies in Western contexts. However, the indirect effects of job autonomy on employee turnover intention were not significant in the current study.

Originality/value

This study continues the conversation about the important role HRM practices play in retaining valuable employees. This study offers a nuanced view of the relationship between HRM practices and employee turnover in a distinctive research setting. This study also provides realistic and practical suggestions on HRM so that organizations in Korea are able to implement HRM practices that help them retain competent employees.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 8 no. 2
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 28 July 2023

Pooja Malik and Parul Malik

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian…

Abstract

Purpose

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian practises, developmental appraisals, family-friendly practises, engagement practises and generous benefits, are associated with perceived organisational support (POS) and destructive deviance in the context of Indian organisational culture.

Design/methodology/approach

In total, 265 middle-level IT personnel provided the study's data. To test the suggested study hypotheses, confirmatory factor analysis and PROCESS Macros were used.

Findings

Results show that putting in place leadership development, professional investment, egalitarian practises, developmental appraisal, family-friendly practises, engagement practises and generous benefits generates POS that, in turn, significantly contributes to reducing destructive deviance. Additionally, POS was found to partially mediate the relationship between perceived HRM practises and destructive deviance.

Research limitations/implications

The results would help firms reduce detrimental employee deviation. To do this, managers must develop and put into effect the seven HRM practises, which demonstrate to workers that the organisation appreciates their contributions and cares about their well-being, thereby lowering disruptive deviance. In essence, IT businesses should carefully plan and implement the HRM practises they expressly want to use rather than mindlessly copying those of rival organisations. Furthermore, to adapt to the workforce's evolving needs, these HRM practises must be properly matched with both individual and organisational goals.

Originality/value

By including destructive deviance as a result of POS, this study adds to the body of research on organisational support theory. The literature on POS and negative behaviours will take a new turn with such a focus on destructive deviance. Additionally, this study encourages academics to investigate an underlying mechanism that accounts for how HRM practises affect employees' conduct. This study also adds to the sparse body of knowledge on POS for non-Western workers. The study's findings confirm that POS is a crucial concept for both Asian and Western workers.

Details

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

Keywords

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