Search results
1 – 10 of over 89000Kusdi Raharjo, Nurjannah Nurjannah, Solimun Solimun and Adji Achmad Rinaldo Fernandes
The purpose of this paper is to analyze the relationship between Job Design, Job Commitment and Organizational Culture with Human Resource Performance: a study of the construction…
Abstract
Purpose
The purpose of this paper is to analyze the relationship between Job Design, Job Commitment and Organizational Culture with Human Resource Performance: a study of the construction services provided by national consultants.
Design/methodology/approach
The research population consisted of all employees of a national company offering consultation services, from four big Indonesian State-Owned Enterprises Contractors: PT. Yodya Karya Company, PT. Hutama Karya, PT. Adhy Karya, PT. Waskita Karya Referring to the approach to SEM modeling with an average population of 600 employees for each enterprises, the sample to be used as respondents consisted of 100 employees for each enterprises, and total 100×4 enterprises=400 samples.
Findings
The variables Organizational Culture and Job Design have a significant direct effect on Job Commitment. Likewise, the effect of Organizational Culture and Job Commitment on Human Resource Performance is also significant. However, a different result is shown in the result of the direct effect of the variable Job Design on the variable Human Resource Performance, which indicates that the variable Job Design does not have a significant direct effect on the variable Human Resource Performance. In other words, the intensity of the Job Design value will not affect the intensity level of Human Resource Performance. In addition, a mediating effect of the variable Job Commitment is found on the effect of Job Design and Organizational Culture on Human Resource Performance.
Originality/value
The use of Job Commitment to exercise a mediation effect on the relationship between the effect of Job Design and Organizational Culture on Human Resource Performance, and the research site (no previous research investigating this relationship).
Details
Keywords
Arisleidy Terrero-De La Rosa, Rosaliz Santiago-Ortega, Zulma Medina-Rivera and José Berrios-Lugo
The main purpose of this study is analyzing the influence of corporate social responsibility practices and programs on employee human resources performances in Puerto Rico. The…
Abstract
The main purpose of this study is analyzing the influence of corporate social responsibility practices and programs on employee human resources performances in Puerto Rico. The study used an exploratory approach and primary data for this research was obtained through a questionnaire collected from 205 employees of companies with CSR active programs. The study uses structural equation model (SEM) technique to test the hypotheses. The study found the highest significantly positive relationship in CSR programs and employee human resources performances than CSR practices and employee human resources performances. The present study discusses important implications regarding uses of CSR for enhancing employee’s organizational commitment and satisfaction. One of the least studied areas at the moment is the internal corporate social responsibility which is directly related to company’s employees. This dimension of the corporate social responsibility refers to the set of responsible activities and practices that the company realizes toward their employees that consider the living conditions of each one of them and the contribution that it can do to improve their well-being.
Details
Keywords
Shane Connelly and Brett S. Torrence
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of…
Abstract
Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.
Details
Keywords
Bobby Medlin, Kenneth W. Green and Alan D. Wright
The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management…
Abstract
Purpose
The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management principles, and the management process) on human resource outcomes and on individual employee performance. A comprehensive management practices and policies performance model is theorized and empirically assessed.
Design/methodology/approach
Data collected from a sample of full-time employees working in the Southern USA are analyzed using a partial least squares/structural equation modeling methodology.
Findings
Considering the direct and indirect links among the constructs the authors conclude the following: organizational behavior modification, the management principles, and the management process combine to improve organizational commitment and job satisfaction; organizational commitment and job satisfaction combine to improve employee engagement and workplace optimism; and employee engagement and workplace optimism combine to enhance individual performance.
Research limitations/implications
The model tested reflects the synergy created though the implementation of the management practices and policies and policies and the impact of that synergy on human resource outcomes and individual employee performance. This is the first assessment of this comprehensive model. Replication and verification of the model are suggested.
Practical implications
Practitioners are provided with a framework for assessing the synergistic impact of the management practices and policies on human resource outcomes and individual employee performance. The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the management practices and policies.
Originality/value
A comprehensive management practices and policies performance model is proposed and empirically assessed. The results support the proposition that implementation of the management practices and policies leads to improved human resource outcomes and individual employee performance.
Details
Keywords
Li Lin-Schilstra, Yuntao Bai, Lan Lin and Changwei Mo
Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate…
Abstract
Purpose
Understanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.
Design/methodology/approach
The authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.
Findings
The authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.
Practical implications
The findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.
Originality/value
In sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.
Details
Keywords
Bassem Maamari, Soha El Achi, Dorra Yahiaoui and Samer François Nakhle
This study investigates whether the increased attention given to coaching as a training technique is affecting performance, while taking into consideration the mediating effect of…
Abstract
Purpose
This study investigates whether the increased attention given to coaching as a training technique is affecting performance, while taking into consideration the mediating effect of organisational citizenship behaviour (OCB).
Design/methodology/approach
Data is collected from Lebanese employees in the field, using a quantitative method and a confirmatory survey.
Findings
The study suggests that the creation of a supportive organisational behaviour in the organisation does provide a higher benefit from coaching.
Research limitations/implications
The outcome of the study could have significant implications on the HR departments' managerial decision-making on the process of implementing novel tools and training techniques in services facilities.
Practical implications
This study helps HR managers to assess the desirability of investing in coaching and orient the planning of their firms' HR strategy.
Originality/value
This research is based on a large sample collection from different business sectors in Lebanon. The quantitative survey results highlight a number of correlations that affect employees' performance. It further moves the responsibility from coaching as a tool to being part of a complete program of behavioural management and change.
Details
Keywords
Frank Nana Kweku Otoo, Evelyn Akosua Otoo, Godfred Kwame Abledu and Akash Bhardwaj
The purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational…
Abstract
Purpose
The purpose of this paper is to examine the mediating role of employee performance in the association between human resource development (HRD) practices and organizational performance.
Design/methodology/approach
An integrated research model was developed by combining principal factors from existing literature. Data were collected through questionnaire from 700 employees of the selected pharmaceutical industries. The validity of the model and hypotheses was tested using structural equation modeling. The reliability and validity of the dimensions are established through confirmatory factor analysis.
Findings
The results indicate that some HRD practices influence organizational performance through their impact on employee performance. The study further revealed that employee performance mediates the association between HRD practices and organizational performance.
Research limitations/implications
The research was undertaken in the pharmaceutical industry and the analysis is based on cross-sectional data, which cannot be generalized across a broader range of sectors.
Practical implications
The findings of the study have the potential to help policy makers, stakeholders and management of pharmaceutical industries in adopting properly and well-articulated HRD practices to enhance the quality of human capital and create sustainable competitive advantage.
Originality/value
This study extends the literature by adducing evidence empirically that employee performance mediated the association between HRD practices and organizational performance of the pharmaceutical industry in Ghana.
Details
Keywords
Juan M. Madera, Mary Dawson, Priyanko Guchait and Amanda Mapel Belarmino
The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality…
Abstract
Purpose
The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.
Design/methodology/approach
The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.
Findings
The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.
Practical implications
The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.
Originality/value
This review provides a conceptual model for future research and practical implications.
Details
Keywords
The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software…
Abstract
Purpose
The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software companies in India.
Design/methodology/approach
The sample chosen for this study was software professionals in India; the software companies were chosen based on their listing in the NASSCOM annual report, with financial turnover as the basis for classification. In order to measure the tangible and intangible outcomes, instruments used in this study include financial and non-economic performance.
Findings
As per the contingency approach, the fit between strategic HRM practices (staffing, general training, specific training, performance appraisal, performance feedback, reward and compensation and employee development) and knowledge strategy dimensions (consolidator, transformer and co-inventor) was observed and the results revealed that the moderation effect has had a positive impact on the firms’ performance.
Practical implications
Investment in specific developmental programs for high-potential employees and quick learners will make knowledge-intensive firms financially sound in the long run. Through an appropriate reward strategy, employees who are capable of lateral and innovative thinking at work can be engaged in consistently delivering quality projects, which will have a significant positive impact on overall project costs and the financial performance of the firm.
Originality/value
The proposed model in this study can enhance a firm’s performance, provided the firm adopts a specific knowledge strategy and coherently aligns it with strategic HRM practices to achieve a sustained competitive advantage.
Details