Commitment Human Resource Research Articles

High commitment human resource management practices and hotel employees' work outcomes in Bangladesh

AbstractStudies in the field of high commitment human resource management have pointed to the importance of interpersonal relationships in the workplace. In line with this, the focus of this study is on identifying how high commitment human resource management creates and sustains employee relationships. Viewing high commitment human resource management as a relational process, we identify six distinct practices ‐ selective hiring, training and development, participation, promotion opportunity, teamwork, and reward and recognition ‐ that influence three employee‐related outcomes ‐ organizational commitment, organizational citizenship behavior, and employee retention. Based on data from 365 front‐line employees in 5‐star hotels in Bangladesh, and using social exchange theory as a lens, we explore how high commitment human resource management can influence work outcomes. The results provide additional evidence of the role that high commitment human resource management plays in ensuring positive work outcomes, and indicates how organizations might benefit from this knowledge.

Explaining a Model for the Effects of High Commitment Human Resource Management

Explaining a Model for the Effects of High Commitment Human Resource Management

Gaya Kepemimpinan Kelembagaan di Era Disrupsi (Tinjauan dari Perspektif Manajemen)

The Disruption era is part of the context of today’s society. This era was born from revolution 4.0. The era of revolution 4.0 is one stage of the industrial revolution that adopts the idea of a computerized system in management. By doing so, various virtual information technology products have emerged that lead to MOOCs (Massive Open Online Courses) system. The flood of technological innovations certainly brings various dilemma situations in various dimensions of human life. This situation arises when something common becomes unusual or vice versa thanks to the ability of digital technology. One of the permanent life systems and functions which regulates human efforts to meet their daily needs is institutions both local institutions such as families and indigenous peoples and new institutions (such as modern organizations). One of the important institutional actors is leadership. In short, leadership is defined as a leader’s efforts to influence its members to achieve goals. Therefore, it requires at least three fundamental institutional leadership styles to face the disruption era, namely situational leadership, transformational leadership and servant leadership. Situational leadership helps leaders to strengthen internally human resource commitment of staff or institutional members in accordance with the institutional context. Transformational leadership encourages the creation of institutional innovation according to its vision and mission. Institutional innovation begins with a leader’s efforts to constantly renew himself (on going formation) so that he/she is able to become agents of change for the institution and its members. Finally, servant leadership tries to encourage institutional functions to remain human-oriented since human beings are the image of God/Creator. These three leadership styles should become standard leadership styles which should be applied in institutions to ward off the dilemma of innovation in the disruption era.

The effect of on-the-job shocks on employees’ intention to stay: an investigation of organizational embeddedness

PurposeUsing the theoretical lens of sensemaking, this paper aims to investigate the relationship between on-the-job shocks, as experienced by the employees and intention to stay (IS) by shedding light on the mediating role of organizational embeddedness (OE) and the moderating role of commitment human resource practices (CHRP).Design/methodology/approachThe study used a time-lagged research design, collecting data from 304 employees from 48 teams in China to conduct multilevel structural equation modeling to test hypotheses.FindingsThis study found that employees who suffer on-the-job shocks tend to decrease their IS in organizations via OE. However, CHRP did not bound the main effect of on-the-job shocks on OE.Practical implicationsGiven the increasingly dynamic business environment, employees constantly encounter shocks in the workplace. Organizations or leaders should be aware of the on-the-job shocks in harming employee retention.Originality/valueThe research highlights workplace events’ significance in investigating employees’ retention and specifically offers glimpses into the mechanisms by which on-the-job shocks manifest themselves in employees’ IS.

A review on human resource management and performance

An increasing amount of research suggests a link exists between superior efficiency or high commitment human resource management (HRM) practices and different metrics of organizational performance. However, the reason for this connection remains unknown. This article argues that we need to enhance our conceptual and analytical frameworks in three main areas in order to offer a compelling explanation for this relationship. The nature of HRM, particularly the reason for the specie lists of Hrm activities; the nature of organizational effectiveness; and the connection between Organizational culture and performance are the topics covered. A model is provided within which these connections may be investigated. In light of this approach, the current literature on HRM and performance is evaluated in order to identify significant knowledge gaps and assist to concentrate research objectives. The purpose of this article is to identify and answer a number of theoretical and operational problems related to HR systems. In theory, HR systems should influence (1) knowledge of employees, skill sets, and qualities, (2) employee motivation and hard work, and (3) possibilities for employees to contribute by trying to influence.

EVALUASI PROGRAM EKSTRAKURIKULER DI SDN CANDIREJO KABUPATEN SEMARANG

The purpose of this research was to evaluate about context, input, process, and product of extracurricular program in SDN Candirejo Kabupaten Semarang. This type of research was evaluation research by CIPP model. This research method used descriptive qualitative method. This research fosused on extracurricular program in SDN Candirejo Kabupaten Semarang. Data collection techniques used interview, observation and documentation study. Data validity techniques used tringulation of technique and source. Data analysis steps were data collection, data reduction, data display and data verification. The result of this research were (1) The context aspects was in accordance with Extracurricular Technical Guide in Elementary School, such as extracurricular program background was to facilitate and develop student’s potential, talents and interests, and to cultivate student’s mentally and self-confidence. (2) Input aspects included planning, human resource involved, and financing were adequate and in accordance with Extracurricular Technical Guide in Elementary School. Extracurricular facilities need to be improved; (3) Process aspects were extracurricular program implementation included program mechanism, program implementation, facilities management, human resource and financing were in accordance with program planning that has been prepared which reffering to Extracurricular Technical Guide in Elementary School. (4) Product aspects were increased student’s skill, the school often got requests to perform at events, received more than 35 students every year; (5) supporting factors such as team work, commitment and competent human resource. Inhibiting factors such as limited partners, extracurricular class was not yet available.

ASHP national survey of pharmacy practice in hospital settings: Prescribing and transcribing-2019.

Results of the 2019 ASHP national survey of pharmacy practice in hospital settings are presented. Pharmacy directors at 4,863 general and children's medical/surgical hospitals in the United States were surveyed using a mixed-mode method of contact by email and mail. Survey completion was online, using an online survey application. IQVIA supplied data on hospital characteristics; the survey sample was drawn from the IMS Health hospital database. The response rate was 10.8%. Pharmacists are increasingly managing medication use in the areas of vancomycin therapy, antibiotic selection and dosing, and anticoagulation. Electronic health record (EHR) decision support is guiding prescribing, and nearly 50% of hospitals are customizing drug warnings. Adoption of compounding technology continues, with 43.6% of hospitals using technology in their sterile compounding processes. Nearly half of hospitals have active opioid stewardship programs, and pharmacists are leading these efforts. Specialty pharmacy operations are growing in health systems. Human resource commitments to support new services are increasing; however, vacancy rates for technicians are challenging. Staff credentialing continues to expand for pharmacist and technicians. Pharmacists continue to assume greater responsibility for writing medication orders, dosing, ordering laboratory tests, and monitoring outcomes. Health-system pharmacists are taking a leading role in addressing the opioid crisis, advancing safety in compounded sterile preparations through adoption of intravenous workflow technologies, and optimizing EHR applications to leverage clinical decision support tools to improve the safe prescribing and use of medications.

How control and commitment HR practices influence employee job crafting

PurposeBased on the socioemotional selectivity theory, this study aims to explore the differential influences of control and commitment human resource (HR) practices on employee job crafting as well as the mediating role of occupational future time perspective (OFTP).Design/methodology/approachThis study used a two-wave design to survey 53 HR managers and 339 employees of 53 Chinese firms. The hypotheses were tested by conducting multilevel structural equation modeling in Mplus 7.4.FindingsThe results show that control HR practices are negatively related to job crafting, while commitment HR practices are positively related to job crafting. Further, control HR practices are negatively associated with the remaining opportunities dimension of OFTP, whereas commitment HR practices are positively associated with remaining opportunities. However, both types of HR practices have no significant relationship with the remaining time dimension of OFTP. Finally, remaining opportunities mediate the relationships between both types of HR practices and job crafting.Practical implicationsManagers should be aware of how to promote or inhibit employee job crafting by implementing different HR practices.Originality/valueThis study contributes to the job crafting research by demonstrating that the relationship between HR practices and job crafting depends on the type of HR practices in use, as well as contributing to OFTP research by showing that different types of HR practices have differential relationships with the remaining opportunities dimension of OFTP.

An Explanatory Model for Individual Performance Based on a Commitment Human Resource Approach

An Explanatory Model for Individual Performance Based on a Commitment Human Resource Approach

Expanding the resource based view model of strategic human resource management

Strategic human resource management scholars have drawn on the resource-based view of the firm to argue that a high commitment human resource (HCHR) strategy leads to firm competitive advantage by creating greater firm-level employee-based resources that are rare and valuable. While there is early empirical support for this mediated model, prior studies have largely ignored two key aspects of the RBV perspective. First, extant research has not effectively explained why differences in employee-based resources persist across firms that have adopted the same firm-level HR strategy. Second, this body of research has largely ignored contemporary thinking on the RBV which suggests that employee-based resources only lead to competitive advantage when they are a fit to other organization capabilities that enable the firm to effectively orchestrate them for productive use. I draw on the literature on dynamic managerial capabilities to argue that CEO managerial cognition, social capital, and human capital help to explain when pursuing an HCHR strategy potentially leads to greater firm-level employee-based resources and when firms are able to effectively manage and deploy these employee-based resources for competitive advantage.

An Evaluation of an Experiential Learning Program in Global and Indigenous Health: The University of Manitoba's Queen Elizabeth II Diamond Jubilee Scholarship Program.

We conducted a mixed-methods outcome evaluation to examine student experiences and learning in the University of Manitoba’s Queen Elizabeth II Diamond Jubilee Scholarship Program in Global and Indigenous Health. Our scholarship program is a bi-directional, 3-month international experiential learning program, including both undergraduate and graduate students, with associated online course focused on community engagement. Students completed a semi-structured narrative report at the conclusion of their funding related to their experience and learning. The Likert questions were analyzed descriptively and student responses to the open-ended questions were utilized for thematic analysis. Also included in this paper is a summary of our lessons learned through program administration. A total of 38 students completed the program between 2016 and 2018, with 95% reporting that they either met or exceeded their goals in the program. Three overarching and inter-related themes emerged in our thematic-analysis of students’ narrative reports, including success through relationships and new perspectives, challenges of the unfamiliar, and personal growth through strong emotions. Many students reported personal growth as their greatest success and linked this with new perspectives and awareness of how different contexts shaped their understanding of health issues. Overcoming challenges in their placements contributed to students’ confidence in their ability to problem-solve. Overall, students reported value in their experiential learning, which further supports the growing trend to incorporate both experiential learning and formal education in community engagement in public health pedagogy. However, international experiential learning requires considerable financial and human resource commitments to ensure its success.

Managing Doctor-Patient Relationships and Turnover Intention in Chinese Hospitals with Commitment HRM: The Moderating Role of Pragmatism

ABSTRACT A deteriorating doctor-patient relationship (DPR) and an increasing turnover of doctors are two challenges faced by Chinese public hospitals. The literature suggests that commitment human resource (HR) practices may translate into better DPR and lower turnover intention. Given that pragmatism is an important cultural value in Chinese society, this study aims to understand the extent to which pragmatism may affect the relationships among commitment HRM, DPR, and turnover intentions of doctors in China. A moderated SEM analysis with 508 samples shows that commitment HR practices are effective in improving DPR for all doctors surveyed, but its effect on turnover intention depends upon the pragmatism-level of the respondents. Specifically, pragmatism has a significant moderation effect in the paths established from commitment HR practices to DPR and turnover intention in such a way that, in the low-pragmatism sample, commitment HR practices are associated with better DPR, while DPR is associated negatively with lower turnover intention.

Implementing commitment HR practices: line manager attributions and employee reactions

Findings of positive relationships between a set of well-configured commitment human resource practices and organizational performance outcomes are well documented in the strategic human resource management (HRM) literature. However, several recent empirical studies have found significant gaps between the HR practices that organizations report using and employees’ experiences of those HR practices, raising a question about the extent to which organizationally intended HR practices are effectively implemented within an organization. Drawing on attribution theory, we address this problem by focusing on the role of frontline managers (FLMs) in implementing commitment HR practices. Data collected from 195 employees in 61 work groups in two time periods showed that FLMs’ commitment HR attributions affected their implementation of commitment HR practices, which in turn affected employees’ perceptions of HR practice implementation and the average level of organizational citizenship behavior in their work group. The findings contribute to the strategic HRM literature by demonstrating the significant role of FLMs’ attributions in attaining the unrealized potential benefits of commitment HR practices through the effective implementation of commitment HR practices.

MODEL OF HIGHER EDUCATION PERFORMANCE BASED ON TOTAL QUALITY HUMAN RESOURCE MANAGEMENT (TQHRM) AND KNOWLEDGE STRATEGY

Universities are organizations with inputs and outputs in the form of human resources so that in achieving quality graduates required quality input. By improving the quality of lecturers and educational staff is a quick way to improve the quality of graduates. In addition, in the process of transformation, organizational support is needed through an organization-focused culture of knowledge. In this case, colleges are trying to optimize what they have to determine the right strategy. Based on our previous research results the commitment of human resources is the factor that most influence the performance of universities. One way that is used is to associate the concept of quality with human resource management as a system of human resource improvement, which is with total quality human resource management (TQHRM). This study aim to develop a performance model of higher education organizations based on TQHRM and Knowledge Strategy. This research use survey method. This research is done at the Universitas Pendidikan Indonesia (UPI) with the subject of research is all academic units consisting of graduates study program which amounts to 71 departments. Because this research develops a model which is more formative then more suitable to use Partial Least Square (SEM-PLS). The result finding in Universitas Pendidikan Indonesia, TQHRM and Knowledge Strategy does not affect the performance of the organization. In using the indicators of organizational performance using balance scorecard in higher education is required assumptions include (1) the clarity and alignment of key performance indicators and performance appraisal university courses, (2) high organizational commitment of his teachers.

High commitment human resource practices and employee behavior: a multi-level analysis

PurposeThe purpose of this paper is to examine the relationship between high commitment human resource practices (HCHRPs), conceptualized at the workplace level and employees’ attitudes, including affective commitment (AC) and turnover intention (TI). The study also tests the moderating role of cooperative labor–management relations (CLMR) between HCHRPs and organizational trust (OT).Design/methodology/approachBased on social exchange theory and trust commitment theory, the authors build a research model that explains employee behavior and empirically prove the model by using samples of 407 employees from South Korea. This study uses hierarchical linear regression and cross-level hypotheses based on hierarchical linear modeling.FindingsThe results demonstrate the positive impact of HCHRPs on an AC and TI, through OT. However, no moderating effect of CLMR between human resource management (HRM) practices and OT is observed.Originality/valueFew theory-based studies test the direct linkage between HRM practices and outcomes. This study is designed with a multi-level research method to provide a conceptually comprehensive and deeper understanding of how HRM practices work in an organization by testing the relationship between organizational practices and employees’ outcomes.

High commitment human resource management practices and employee service behaviour: Trust in management as mediator

This study considers high commitment human resource management (HCHRM) practices as a higher-order reflective construct and examines its effect on employee service behaviour in the banking industry of Bangladesh. Testing our hypotheses on 365 line managers, we find a positive relationship between HCHRM and both in-role and extra-role service behaviour. Trust in management significantly mediates the relationship between HCHRM and in-role service behaviour and does not mediate the relationship between HCHRM and extra-role service behaviour. We recommend that future research look for the mediating effect of other employee responses in the link between HCHRM and employee outcomes.

Management of multi-drug resistant organisms in healthcare settings

Antimicrobial resistance is an important global threat to public health. Hospitals, in particular, are increasingly faced with the emergence and transmission of multidrug-resistant organisms (MDROs). In hospitals, MDROs are transmitted via the hands of healthcare workers, from the contaminated environment, or directly from person to person. Although the transmission of MDROs is frequently recognized in acute care facilities, all healthcare settings are affected by MDROs. Given the evolving epidemiology of MDROs and the complexity of managing them across heterogeneous healthcare settings, multimodal strategies should be adopted to control and prevent the transmission of MDROs. It is fundamental to ensure adherence to evidence-based healthcare-associated infection prevention strategies, including hand hygiene, antimicrobial stewardship, and adequate environmental cleaning, and to ensure the reliable performance of basic infection prevention practices known to mitigate the transmission of MDROs. Healthcare-associated infections and MDROs should be surveilled in a standardized manner in order to detect outbreaks and newly introduced MDROs in healthcare facilities. When epidemiologically important pathogens newly emerge in healthcare facilities or to control outbreaks of specific pathogens, active surveillance cultures combined with preemptive isolation and contact precautions can also be implemented. Healthcare facilities should make sure that appropriate strategies are fully implemented, regularly evaluated for effectiveness, and adjusted as needed. Successful prevention and control of MDROs can be accomplished by administrative leadership, financial and human resource commitments by individual healthcare facilities, and continuous governmental efforts to make resources available for infection prevention and control.

The Impact of Organizational Culture, Conflict Management, and Procedural Justice towards Normative Commitment of Human Resource at Stakpn Tarutung

This study aims to find out the impact of organizational culture, conflict management, and procedural justice towards normative commitment of human resources in STAKPN Tarutung. The population of this research is all the staffs and lecturers around the campus with the total number in 154, and the sample is 110 by using proportionate stratified random sampling technique. Data gathering is using questionnaire in the form of Likert-scale, and following by data analysis by using path-analysis.The research result proving that : (1) organizational culture is positively and significantly impacting towards the normative commitment. (2) conflict management is positively and significantly impacting towards the normative commitment. (3) procedural juctice is positively and significantly impacting towards the normative commitment. Hence, it is concluded that the stronger the organizational culture , the more effective conflict management, the higher procedural justice, then the higher will be the normative commitment of the human resources at STAKPN Tarutung, North Sumatera Indonesia. Practically, the result of this research can be implicated in improving the normative commitment of the human resource, it is suggestable to strengthen the organizational culture, to enhance the effevtiveness of conflict management, and empowering procedural justice.

A MODEL OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR IMPROVEMENT BASED ON INSTRINSIC MOTIVATION AND ORGANIZATIONAL JUSTICE IN REGIONAL SECRETARIAT OF SEMARANG REGENCYA MODEL OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR IMPROVEMENT BASED ON INSTRINSIC MOTIVATION AND ORGANIZATIONAL JUSTICE IN REGIONAL SECRETARIAT OF SEMARANG REGENCY

Good Organizational Citizenship Behavior (OCB) needs to be supported by a strong commitment from human resources since the stronger the employees� commitment, the higher the OCB will be. The improvemnet of Human Resource commitment needs to be supported by strong intrinsic motivation from human resources and organizational justice which is able to encourage human resources in improving organizational citizenship behavior (OCB). This study was conducted in Regional Secretariat of Semarang regency to 118 civil servants working there. Census was used as the sampling technique in this study in which every member of the population had the same opportunity to be taken as the research sample. Regressive analysis of path analysis model (path analysis) was used as the analysis technique. The research revealed that intrinsic motivation and organizational justice had a significant positive effect on organizational commitment and OCB, while commitment had a significant positive effect on OCB.Keywords : intrinsic motivation, organizational justice, commitment and OCB.

Human resource management and unit performance in knowledge-intensive work.

To clarify the potential value of a targeted system of human resource (HR) practices, we explore the unique effects of a relationship-oriented HR system and the more commonly studied high commitment HR system on unit performance in the context of knowledge-intensive work. We develop theoretical arguments suggesting that the high commitment HR system contributes to unit performance through its positive effects on employees' collective organizational commitment, general and firm-specific human capital, and access to knowledge. We argue that the relationship-oriented HR system contributes to unit performance through its positive effects on employees' collective access to knowledge by fostering a social context and interpersonal exchange conditions which support employees' ongoing access to knowledge flows within and outside their unit and broader organization. Based on unit-level data collected from a matched sample of employees and managers in 128 units in the science and engineering division of a large hydroelectric power organization, our results suggest that the targeted, relationship-oriented HR system is related to firm performance and may complement a broader, high commitment approach to managing knowledge workers. Specifically, the positive relationship between the high commitment HR system and unit performance is mediated by employees' collective organizational commitment, firm-specific human capital, and access to knowledge in other organizational units; whereas the positive relationship between the relationship-oriented HR system and unit performance is mediated by units' access to knowledge within the unit, in other units, and outside the organization. (PsycINFO Database Record