Abstract
Abstract This study examines how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.
Highlights
Human resource management (HRM) activities, defined as all activities that are related to the management of people in organisations, have been shown to positively impact employee outcomes and organisational performance (Boxall & Purcell, 2003; Jiang, Lepak, Hu, & Baer, 2012)
In order to achieve the desired effects of HRM, employees, as key recipients of HRM policies and activities, need to experience and evaluate human resource (HR) practices based on whether they contribute to their job performance (Browning & Edgar, 2004). We focus on the latter part of the SHRM process model, that is, employee perceptions of HR practices in relation to employee attitudes and behaviours (Wright & Nishii, 2007)
We tested whether work engagement positively mediates the relationship between teacher perceptions of the overall set of (a) available and (b) effective HR practices and teacher performance (Hypothesis 1)
Summary
Human resource management (HRM) activities, defined as all activities that are related to the management of people in organisations, have been shown to positively impact employee outcomes and organisational performance (Boxall & Purcell, 2003; Jiang, Lepak, Hu, & Baer, 2012). We contribute to a growing body of literature that has found differential effects of the ability-, motivation- and opportunity-enhancing HRM bundles on employee outcomes (De Reuver, Van de Voorde, & Kilroy, 2021; Kundu & Gahlawat, 2018) This bundle approach is rarely applied in the educational literature, it provides insight into which parts of HR practices are most relevant for increasing teacher engagement and job performance.
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