Search results

This paper aims to understand the role of perception of HR capability, HR service quality, along with HR inducements, which, in turn, provides satisfaction with HR practices and affects employee performance.

The data of 155 managers have been collected through a questionnaire to understand the relationship among the studied constructs using partial least square structured equation modeling (PLS-SEM).

The results suggest that employers should attempt to create a positive perception by providing quality services in the HR domain, and quality services will certainly enhance employee performance.

This study is unique in terms of its contribution. This study has tried to link service quality and satisfaction to HR practices with employee performance. Further, it also shows that HR should be capable and have high HR inducements to provide the necessary and expected HR services, which leads to employee satisfaction with HR practices and employee performance.

The purpose of the paper is to identify management and human resource (HR) practices that lead to satisfaction with the performance of an organization's supply chain as well as employee wellbeing, and to develop recommendations for practicing managers.

Adopting an empirical approach, a Delphi expert panel study was first carried out to identify the possible impact of supply chain integration, particularly with regard to human resource management (HRM) policies and practices. Then, using a survey of 228 supply chain professionals, hypotheses linking satisfaction with supply chain performance to non‐traditional HR practices, training, and team organization were tested.

The Delphi study identified specific HR practices, such as flexible job descriptions and teamwork training that would need to accompany successful supply chain integration. Regression results indicate that flexible job descriptions, team organization, teamwork training, and the use of performance metrics to determine rewards, are significantly related to satisfaction with supply chain performance.

The Delphi results are subjective by nature and the cross‐sectional survey design limits inferences of causality.

This paper identifies management and HR practices that lead to satisfaction with supply chain performance, which is particularly relevant to modern industrial organizations where the trend is toward inter‐organizational networks in the form of integrated supply chains. Implications for employee wellbeing are also discussed.

This paper adopts an interdisciplinary approach and links HRM practice with supply chain management; two separate fields with their own research traditions.

The purpose of this study is to empirically test the impact of resilience-enhancing human resource practices on job satisfaction and organizational commitment with the mediating role of employee resilience.

With a quantitative approach, structural equation modeling was used to test the hypothesis. Data was collected with a survey method from 326 bankers of Pakistan. Data was diagnosed with all reliability and validity tests and significance was tested with bootstrapping. Smart-PLS software was used.

Results revealed that there is a partial mediating impact of employee resilience in the relationship of resilience-enhancing human resource practice and job satisfaction. For resilience-enhancing human resource practice and organizational commitment, employee resilience plays a partial mediating role.

This study is confined to bankers only and a limited sample is used. However, it significantly provides a contextual base for further theoretical development in the research of employee resilience.

This paper recommends the banking sector of Pakistan for paying extra heed toward resilience-enhancing human resource practices, as it only augments much-needed resilience among employees but also ultimately results in greater job satisfaction and commitment.

This study is the first of the kind in the banking sector of Pakistan to explore resilience-enhancing practices.

Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance).

The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation.

The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance.

The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts.

The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment.

Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.

Drawing on social exchange theory, prior research suggests that the adoption of human resources (HR) practices in the areas of training and development helps to maximize employees’ positive work attitudes. However, while research has generally assumed that HR practices influence all employees in the same way, there is much evidence that employees’ motives and needs change with age, suggesting that older workers may react differently to the same HR practices as compared to younger colleagues. This study seeks to shed light on this important and under-explored issue, analyzing whether the effect of HR development practices on job satisfaction (JS) and affective commitment is moderated by age in a sample of 37 companies located in Italy, involving a total of 6,182 employees. The paper aims to discuss these issues.

Applying a multilevel approach, the results confirm a positive influence of HR development practices in increasing JS and affective commitment and show that this positive relationship weakens with age.

Indeed, HR development practices were associated with lower JS and affective commitment for the oldest employees. Theoretical and managerial implications are discussed suggesting the need to attribute greater consideration to age diversity when tailoring HR practices to improve their effect on employees’ positive work attitudes.

At the theoretical level, the paper contributes to the HRM literature debate, as the role of intervening variables – such as age – in the relationship between HR practices and employees’ attitudes is still an open issue. At the methodological level, the paper tested the hypotheses using a multilevel regression model. The paper combined data at individual and the organizational levels and adopted a multilevel approach in order to provide a better understanding of the way age can moderate the HRM-employee attitudes relationship.

The purpose of this paper is to investigate the role of affective commitment and empowerment as mediators in the relationship among high-performance work systems (HPWS) and organizational performance. Different inconsistencies found in the literature review shows the need to take into account certain mediating variables, such as employees’ behaviors and attitudes, to understand how human resource management (HRM) facilitates the achievement of organizational results.

A sample of 200 medium-sized Spanish organizations was examined through partial least squares modeling methodology.

As hypothesized, a proactive strategic HRM approach in an organization can be translated in a series of human resources practices systems of high-performance, which stimulate directly employees’ affective commitment and promote empowerment among them, getting to better results in employees’ performance and in organizational performance.

This research shows that affective commitment and empowerment play a determinant role as mediators in HPWS and performance relationship, providing a deeper understanding of the alignment of strategy and HRM practices for organizational success.

This paper aims to explore the attitudes of managers and employees to high performance work practices (HPWS) in a medium sized rural Australian hospital.

The study consists of two stages. Stage one involved a qualitative investigation consisting of interviews and focus group sessions with senior, middle and line management at the hospital. Bowen and Ostroff's framework was used to examine how strategic HRM was understood, interpreted and operationalised across the management hierarchy. Stage one investigates the views of managers concerning the implementation of strategic HRM/ HPWS. Stage two consisted of a questionnaire administered to all hospital employees. The mediation effects of social identification on the relationship between high performance work systems and affective commitment and job satisfaction are examined. The purpose of stage two was to investigate the views and effects of SHRM/HPWS on employees. It should be noted that HPWS and strategic HRM are used inter‐changeably in this paper.

At the management level the importance of distinctiveness, consistency and consensus in the interpretation of strategic HRM/HPWS practices across the organization was discovered. Findings indicate that social identification mediates the relationship between HPWS and affective commitment and also mediates the relationship between HPWS and job satisfaction.

High performance work systems may play a crucial role facilitating social identification at the unit level. Such practices and management support is likely to provide benefits in terms of high performing committed employees.

The paper argues that team leaders and managers play a key role in building social identification within the team and that organizations need to understand this role and provide recognition, reward, education and support to their middle and lower managers.

The purpose of this paper is to contribute to the existing literature by providing insights about how employees make attributions about the reasons why management adopts HRM practices based on a case study of a company in Turkey.

The case study was carried out through semi-structured interviews with multiple employee groups aimed at capturing a broad range of perspectives. The data were processed by way of categorical and frequency analyses, which are forms of content analysis.

Non-managerial employees make similar attributions regarding recruitment and selection, training, performance as well as career development and benefits.

Acknowledging different views regarding the changing nature of employees' attributions, qualitative longitudinal research would provide more rigorous analysis in terms of ascertaining whether there are any alterations in employees' attitudes towards HRM practices over time.

Management and practitioners can draw valuable insights from the fact that when the meanings attached to HR practices by different employee groups are agreed upon, this may lead to their more enthusiastic involvement with these practices.

This study examines employees' attributions regarding HR practices through a case study. It provides evidence that when employees ascribe positive meanings to such practices, they are more committed to them and this may promote more favourable outcomes regarding HR efforts.

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

A survey of 211 customer‐contact employees at 30 upscale hotels in Lithuania was conducted to study organisational empowerment, as a bundle of HRM activities, and its association with employee attitudes and behaviour.

A distinction was made between organisational empowerment, as a bundle of HRM activities, and psychological empowerment, as an employee work‐related attitude, and their role in the HRM‐performance linkage was defined. Organisational empowerment was positively related to psychological empowerment, job satisfaction, and affective commitment. Psychological empowerment and affective commitment were found to mediate the impact of organisational empowerment on customer‐oriented behaviour.

Data were collected in a single industry in Lithuania; therefore, further research in other services needs to be conducted to make generalisations on the applicability of the proposed empowerment‐performance model to other industries.

In the upscale hotel context, where employee turnover reduction and service quality improvement are critical, organisational empowerment can enhance employee job satisfaction, commitment, psychological empowerment and customer‐oriented behaviour.

The paper provides empirical evidence of the positive effect of employee perceived HRM practices (organisational empowerment) on HR‐related performance outcomes ‐ employee attitudes (psychological empowerment, job satisfaction, affective commitment) and customer‐oriented behaviour. Besides the role of empowerment in the HRM‐performance linkage is defined and empirically tested.