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Article
Publication date: 14 August 2018

Kusdi 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…

7141

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

Journal of Organizational Change Management, vol. 31 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Book part
Publication date: 24 June 2017

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

Corporate Social Responsibility and Corporate Governance
Type: Book
ISBN: 978-1-78714-411-8

Keywords

Book part
Publication date: 13 August 2018

Robert L. Dipboye

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Book part
Publication date: 16 July 2018

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

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

Keywords

Article
Publication date: 13 June 2016

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…

1661

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

Industrial Management & Data Systems, vol. 116 no. 5
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 6 February 2024

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

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 12 January 2021

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

EuroMed Journal of Business, vol. 17 no. 1
Type: Research Article
ISSN: 1450-2194

Keywords

Article
Publication date: 8 January 2019

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…

3060

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

European Journal of Training and Development, vol. 43 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 9 January 2017

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…

12929

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

International Journal of Contemporary Hospitality Management, vol. 29 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 7 August 2017

Arunprasad P.

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…

2309

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

Employee Relations, vol. 39 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

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