Abstract
Based on the attraction–selection–attrition (ASA) framework, this research aimed to investigate the mechanism which affects the link between high-performance human resource practices (HPHRPs) and the two negative employee outcomes of the present study: emotional exhaustion and quit intentions. Using the ASA framework, the authors examine one such mechanism namely person–organization (P-O) fit, through which HPHRPs influence both the studied employee negative outcomes. A sample of professionals working in the public sector universities of Pakistan is adopted for testing the mediation model by using structural equation modeling. Findings reveal that HPHRPs have positive association with P-O fit, and negative with emotional exhaustion and quit intentions. Moreover, the findings illustrated a full mediation effect of P-O fit on the relationship among HPHRPs and both of the employee outcomes. The study has important theoretical and practical implications.
Highlights
High-performance human resource practices (HPHRPs) have no consensus in the mainstream of HRM literature. Chan and Mak (2012) and Hodgkinson et al (2018) described HPHRPs as “a set of appropriate policies and practices,” which ensures the contribution of an organization’s human resources toward the goals and objectives of the organization. Souza and Beuren (2018) referred HPHRPs as the set of best practices having the potential to boost up the performance of organizations by developing their workforce as skillful and committed
The results suggest that 54.7% of the quit intention variance interpreted by both the HPHRPs and P-O fit was estimated by indirect relationship through P-O fit
Our research extends the literature of HPHRPs and P-O fit in the context of public sectors by highlighting the impact of HPHRPs on emotional exhaustion and quitting intentions of the employees in public sector universities of Pakistan
Summary
High-performance human resource practices (HPHRPs) have no consensus in the mainstream of HRM literature. Chan and Mak (2012) and Hodgkinson et al (2018) described HPHRPs as “a set of appropriate policies and practices,” which ensures the contribution of an organization’s human resources toward the goals and objectives of the organization. Souza and Beuren (2018) referred HPHRPs as the set of best practices having the potential to boost up the performance of organizations by developing their workforce as skillful and committed. Souza and Beuren (2018) referred HPHRPs as the set of best practices having the potential to boost up the performance of organizations by developing their workforce as skillful and committed. Most of the studies have analyzed these constructs in different contexts independently, but the gap to investigate the mechanism of their relationship and its impact on employee outcomes is not studied yet. Such studies are as follows: Batistič et al (2017) have studied HPHRPs in the context of team creativity and knowledge sharing, Teo et al (2016) studied person–organization (P-O) fit in the context of change, Akbar and Akhtar (2018)
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