Abstract
Over the last decades, growing interest has been devoted to employees’ perceptions of Human Resource Management Practices because of their positive influence on individual attitudes and behaviors as well as on organizational performance. Furthermore, assuming the mutual benefits coming from a people-based management of the human capital in organizations, both in terms of employees’ increased motivation, engagement and commitment, and consequently enhanced performance and competitive advantage, recent research in the field concentrated on the impact of HRM practices perceptions on some distinctive individual attitudes and behaviors driving the success of organizations especially in times of radical change like the present ones. Moving from these assumptions, the aim of the present study was to examine the relationship between HRM practices perception and objective career success, considering the mediating role played by employability and extra-role behaviors. Participants were 960 Italian employees who filled an online self-report questionnaire available through the web platform Google Forms. The questionnaire encompassed socio-demographic information and self-report scales assessing the study variables. Results showed that HRM practices perception was positively related to employability, objective career success, and extra-role behaviors. Implications for theory and practice, limitations, and future research directions were also discussed.
Highlights
Human resource management is a complex organizational practice mostly inspired by two different models: a hard and a soft one [1]
The aim of the study was to investigate the role played by employability and extrarole behaviors in the relationship between HRM practices perception and objective career success
Hypothesis 1 was confirmed: HRM practices was proved to be positively related to employability (H1a), extra-role behavior (H1b), and objective career success (H1c)
Summary
Human resource management is a complex organizational practice mostly inspired by two different models: a hard and a soft one [1] These are based on opposing views of managerial control strategies and of people in organizations. The hard model is based on notions of tight strategic control, and an economic model of man, while the soft model encompasses control through commitment and a people-based management of the human capital. Empirical evidence for both approaches converge over the undebatable value of people in organizations. According to some key contributions [2,3] the main distinction between the two perspectives, while considering people in organizations, is whether the emphasis is placed on people or resources.
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