High-commitment Human Resource Management Research Articles

헌신형 HRM 시스템이 구성원의 혁신행동에 미치는 영향

This study aims to elucidate the mediating role of acceptance of organizational change in the process through which the high commitment HRM System influences organizational members' innovative behavior. Additionally, the study seeks to empirically demonstrate the moderating effect of HRM system strength on the relationship between acceptance of organizational change and innovation behavior. Existing studies have predominantly treated employees' perceptions as mediating variables in the impact of high commitment HRM systems on firm performance. However, the role of HRM systems in managing organizational change for employees, focusing on emotional and cognitive processes such as trust and commitment in the organization, has been overlooked. Therefore, based on social exchange theory, goal-setting theory, self-efficacy theory, and role theory, this study proposes and validates a research model. The survey was conducted targeting HR professionals and employees in domestic companies with 50 or more employees. The analysis utilized responses from 40 HR professionals and 274 employees. The research findings confirm the mediating role of acceptance of organizational change in the connection between high commitment HRM systems and employees' innovative behavior. Moreover, it is verified that HRM system strength moderates the relationship between acceptance of organizational change and innovation behavior. The high commitment HRM system exhibited a moderated mediating effect of HRM system strength in the process through which it mediates acceptance of organizational change to influence innovation behavior.

The Interplay of High Commitment HRM and Pay Differential Policy Toward Effects on Knowledge Acquisition and Utilization

The Interplay of High Commitment HRM and Pay Differential Policy Toward Effects on Knowledge Acquisition and Utilization

Analyzing the Influence of High Commitment Human Resource Management Practices on the Performance of University Non-academic Staff in Pakistan: A Two-Stage Mediation and Moderation Study

Purpose: The primary goals of this study are to scrutinise the relationship between high-commitment and non-academic staff performance by developing a conceptual model of mediation impact of affective commitment, normative commitment, and continuance commitment on the relationship between high-commitment HRM practises and non-academic staff performance; and the moderate impact of human capital factors on the relationship between high-commitment HRM practises and affective commitment, normative commitment, and continuance commitment.
 Design/Methodology/Approach: For this study, primary data has been collected from a survey method of 250 respondents who are working as non-academic staff in HEIs in Pakistan. In order to examine the moderation and mediating mechanisms of variables, 13 hypotheses were constructed based on the conceptual model and literature study and tested using SPSS 25 and Smart PLS using the bootstrapping approach.
 Finding: The study's findings demonstrate that high-commitment HRM practises have a statistically significant influence on non-academic staff perceptions of behavioural outcomes such as affective commitment, normative commitment, and continuance commitment. Likewise, the extracted results are also statistically significant that HC factors positively moderate the relationship between high-commitment HRM practises and affective commitment, normative commitment, and continuance commitment.
 Implication/Originality/Value: HEIs carry out HCHRMPs, they will be able to effectively elevate the level of organizational commitment of their non-academic staff performance.

An Empirical Study on the Effect of a High Performance Work System on the Human Resource Performance of Accounting Experts in Korean Companies: Focusing on the Mediated Effect of Informal Learning

Purpose – The purpose of this study is to verify the effect of a high-performance work system on human resource performance and the mediating effect of informal learning in this causal relationship. Design/Methodology/Approach – The research method of this study is a quantitative approach, and the data was aggregated to the 1st Human Capital Corporate Panel Survey II (HCCPS) by the Korea Research Institute for Vocational Education & Training (KRIVET) due to its focus on the experience of accounting experts in Korean companies. A total of 1,024 participants were included in this study. Findings – The study found that high-involvement work organization and high-commitment HRM had a positive effect on organizational commitment and job competence in Korean companies, and that informal learning had a partial mediating effect in the causal relationship between a high-involvement work organization and organizational commitment and job competence. Research Implications – From a theoretical perspective, this research highlights the importance of informal learning in linking high-performance work system with human resource performance. In addition, this study also demonstrates the relational impact of high-commitment HRM and high-involvement work organization in Korean companies, further expanding the literature on workplace performance. From a practical perspective, this study suggests that companies need to incorporate effective high performance work systems, and build an environment to enable active informal learning opportunities. In addition, institutions should promote learning initiatives to maximize human resource effectiveness, ultimately improving organizational performance.

High commitment HRM and well-being of frontline food service employees: the mediating roles of job demands and psychological conditions

PurposeThis study aims to examine the relationship between high commitment human resource management (HCHRM) practices and employee well-being in the food service industry, with a focus on the mediating roles of job demands and psychological conditions.Design/methodology/approachA survey was conducted among 296 frontline employees in the food service industry, and the data were analyzed using structural equation modeling (SEM) in AMOS ver26.FindingsThe results showed that HCHRM practices do not directly affect employee well-being. However, psychological conditions play a crucial role in mediating the relationship between HCHRM practices and employee well-being. Specifically, the psychological conditions of meaningfulness and availability significantly predicted work engagement and mediated the relationship between HCHRM practices and employee well-being. On the other hand, job demands did not mediate the relationship between HCHRM practices and employee well-being.Research limitations/implicationsAlthough the study addressed common method variance, the cross-sectional nature of the data limits the ability to infer causal relationships among variables. Future studies could adopt a longitudinal research design to investigate the causal relationships among variables. In addition, the study recommends that managers in the food service industry adopt HCHRM practices and provide necessary psychological conditions to promote employee well-being.Originality/valueThis study extends the current literature on HCHRM and employee well-being in the food service industry by providing new insights into the mediating role of psychological conditions. The findings suggest that HCHRM practices can indirectly promote employee well-being through the enhancement of psychological conditions. These insights could help managers in the food service industry to design effective HRM strategies that foster employee well-being and reduce turnover.

The effectiveness of high-commitment human resource practices for employee knowledge sharing

Abstract Promoting knowledge sharing among employees is vital for companies whose competitive advantage is based on innovation. However, there is inadequate empirical evidence to show that human resource practices intensify knowledge sharing. Thus, this study examines whether high-commitment human resource management can boost knowledge sharing among staff members. A cross-sectional survey of permanent employees was conducted (N = 480) to examine the suitability of the secondary constructs ‘knowledge sharing in the organisation’ and ‘high-commitment human resource management’ using confirmatory factor analysis; their mutual relationship via structural equation modelling was also explored. The findings indicate that high-commitment human resource management increases knowledge dissemination in organisations. Additionally, they suggest that firms should concentrate on hiring selectively, providing autonomy and motivating work tasks to employees, setting practices for performance management and career management, and investing in employee training and development to support firm innovativeness.

Influence of High-Involvement and High-Commitment HRM Practices on Innovation: The Mediating Role of Knowledge Sharing

Given the important role of HRM practices and knowledge resources for firms to pursue innovation, the purpose of this study is to investigate the influence of high-involvement and high-commitment HRM practices on the innovation capability of firms via mediating role of knowledge sharing. This study has developed a proposed research model and applied Structural Equation Modeling (SEM) to test proposal hypotheses using data collected from 211 participants in 65 Vietnamese firms. The findings of this study support the significant impacts of both high-involvement and high-commitment HRM practices on innovation capability directly or indirectly through the mediating role of knowledge sharing. Especially, the empirical findings reveal that high-involvement HRM practices induce greater effects on innovation compared to the effects of high-commitment HRM practices. The findings of this study have significantly contributed to increasing the insight of the link between specific forms of HRM practice and innovation capability. Moreover, it provides an effective solution for Vietnamese firms to pursuit and foster innovation capability.

Study on the Relationship Between High Commitment Human Resource Management, Job Autonomy and Job Satisfaction

In order to explore the relationship between high commitment human resource management, job autonomy, and job satisfaction, a random questionnaire survey is conducted on 194 teachers in higher education institutions nationwide. SPSS24.0 is used in methods including descriptive statistical analysis, one-way analysis of variance, back testing, correlation analysis, regression analysis, and stepwise regression analysis. The following results are obtained: 1.High commitment human resource management and job autonomy were significantly and positively correlated; 2.High commitment human resource management is significantly and positively correlated with job satisfaction; 3.Job autonomy is significantly and positively correlated with job satisfaction; 4.High commitment human resource management and job autonomy are significantly different in terms of education. Job satisfaction is significantly different in terms of employee status and years of working. High commitment human resource management, job autonomy, and job satisfaction are significantly different in terms of school location (provincial capital, non-provincial capital); 5.Job autonomy plays a partially mediating role in the relationship between high commitment huamn resource management and job satisfaction. In response to the results, it is suggested that Chinese higher education institutions should implement high commitment human resource management model to reasonably expand employees’ job autonomy and improve their job satisfaction according to the actual situation.

The Influence of High-commitment Human Resource Management on Unethical Pro-Organizational Behavior: The Moderating Role of the Perceived Organizational Support in Nigeria

The Influence of High-commitment Human Resource Management on Unethical Pro-Organizational Behavior: The Moderating Role of the Perceived Organizational Support in Nigeria

The Impact of High Commitment Human Resource Management on Job Satisfaction: The Mediating Role of Job Autonomy

The Impact of High Commitment Human Resource Management on Job Satisfaction: The Mediating Role of Job Autonomy

Impact of High Commitment HRM Practices on the Non-Academic Staff Performance: Mediating Role of Affective Commitment and Job Satisfaction

Purpose: The purpose of this study is to scrutinize the relationship between non-academic staff and student support services by developing a conceptual model of the mediation impact of affective commitment and job satisfaction on the relationship between high commitment HRM practices and non-academic staff performance.
 Design/Methodology/Approach: For this study, primary data has been collected from survey methods of 250 respondents from non-academic staff and students of HEIs in public and private sectors. In order to examine the mediating mechanism of variables, 8 hypotheses were constructed based on the conceptual model and literature study and tested using the SPSS 25 and Smart PLS using the bootstrapping approach.
 Findings: The study's findings demonstrate that high-commitment HRM practices have a statistically significant influence on non-academic staff perceptions of behavioral outcomes such as affective commitment and satisfaction. Likewise, the extracted results show a statistically positive association between non-academic performance and student support services.
 Implication/Originality/Value: HEIs carry out HCHRPs, they will be able to replicate the level of organizational commitment and job satisfaction of their administrative staff which lead to student support services.

The Effect of HRM Practices on Employment Outcomes in Indigenous Social Enterprises

Indigenous economic development is a critical area of focus for many communities globally. Indigenous social enterprises play an important role in enhancing economic development by providing employment opportunities for Indigenous community members. Thus, understanding the factors that impact employment of Indigenous staff by Indigenous enterprises has important social and economic implications. This study examines the relationship between high commitment human resource management (HC-HRM) practices of Australian Indigenous social enterprises and their employment of Indigenous staff. Specifically, the paper contends with the research question how does the utilisation of HC-HRM by Indigenous enterprises shape the Indigenous employment outcomes of enterprises? Working with research partner Supply Nation, Australia’s Indigenous Minority Supplier Diversity Council, a survey of Indigenous social enterprises was conducted about their HRM practices in relationship to leader risk propensity and business strategy pertaining to cultural product/services. A key result of the study is that the use of HC-HRM practices helps increase Indigenous employment outcomes. In addition, the relationship between HC-HRM and Indigenous employment outcomes is moderated by both the enterprise’s business strategy and the leaders’ risk propensity. These findings provide important insight into how Indigenous social enterprises can be best managed to create social and economic benefits in Indigenous communities.

Impact of High Commitment Human Resource Management Practices on Performance in Chinese SME

High Commitment Human Resource Management is a commonly used human resource management method. Scholars’ research mostly focuses on its impact on organizational performance, ignoring the importance of individual employees’ behavior in modern enterprises. Based on AMO theory. This paper is taking China's small and medium-sized enterprises as the research object, to discuss the mechanism of the High Commitment Human Resource Management Practices on Performance perceived by employees in the organization. Data from 420 empirical Guangzhou textile companies show that high-commitment human resource management can significantly improve performance, and the ability system, motivation system, and opportunity system can all promote performance.

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

PurposeThis paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research.Design/methodology/approachAn extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT.FindingsThe proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework.Research limitations/implicationsThis paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework.Practical implicationsThe proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations.Originality/valueWhile KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

From the Editor

This issue continues one of the traditional themes of GBOE with four articles broadly related to human resource management. Sylvia Freitas Mello and Patricia Amelia Tomei begin the issue by looking at the life of expatriates undertaking international assignments. In “The impact of the COVID-19 pandemic on expatriates: A pathway to work-life harmony?” (https://doi.org/10.1002/joe.22088) they examine how the “new status quo” created by COVID-19 has impacted on expatriates' lives. Their qualitative study of 12 expatriates shows how the pandemic influenced expatriates' expectations regarding their work-life interface, and how it offered a pathway to a changing their work-life balance. The study provides recommendations to human resource managers on how to achieve work-life harmony, where work and life are seen as a single domain. Studies show that human resource management can have a positive impact on organizational ambidexterity, but few examine both employee motivation for ambidexterity, and their ability to achieve it, in the nonprofit sector. In “High involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors” (https://doi.org/10.1002/joe.22090) Dina Farouk Al-Agry examines ambidexterity, at both the individual and the firm level, using a sample of 130 healthcare personnel from a leading children's cancer hospital in Egypt. The results show the value of high-involvement human resource practices in achieving ambidexterity through encouraging employees' ambidextrous behavior. Following a similar theme in their article “High commitment human resource management practices and hotel employees' work outcomes in Bangladesh” (https://doi.org/10.1002/joe.22089), Mohammad Rabiul Basher Rubel, Daisy Mui Hung Kee, and Nadia Newaz Rimi look at how high commitment human resource management creates and sustains employee relationships. Viewing high commitment human resource management as a relational process, and based on data from 365 front-line employees in five-star hotels in Bangladesh, they show how high commitment human resource management influences work outcomes. The results show the role that high commitment human resource management plays in ensuring positive work outcomes, and indicates how organizations might benefit from this knowledge. Finally, although the cost of workplace deviance goes beyond simple financial losses, there is little research on the influence of ethical climate types on workplace deviance. In “The impact of perceived ethical climate types on workplace deviance: An empirical investigation of IT professionals in India” (https://doi.org/10.1002/joe.22085), Hiranmayakaparthi Ramadugu and Renu Rastogi look at the impact of perceived ethical climate types on workplace deviance in the Indian IT industry. Based on data from 158 IT professionals, they analyze workplace deviance using four ethical climate types. Their results show that ethical climate types can be leveraged to counteract the threat of deviant behavior in the workplace.

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.

Mind anchors and heart grips: the role of HRM and LMX in internal branding

Internal branding strategies, as in"selling" an organization’s brand to employees so that they will "sell" it to external stakeholders, is a common way for practitioners to get employees to actively support organizational branding efforts. Scholars investigating how organizations best can facilitate such an employee brand support have largely ignored the role of HRM and leader-member exchange (LMX). To test for this data from a survey among Norwegian hospital employees were analyzed. As hypothesized, we found positive relationships between high-commitment HRM and LMX and three manifestations of employee brand support, namely reputation strategy embeddedness, brand-congruent behaviour, and brand development participation. Organizational commitment mediated all the relationships. Examining HRM and LMX simultaneously, we found that LMX moderated the relationship between high-commitment HRM and reputation strategy embeddedness. Theoretical and practical implications and directions for future research are discussed. Supplemental data for this article is available online at https://doi.org/10.1080/09585192.2021.1931407 .

The impacts of high-commitment HRM practices on exploitative and exploratory innovation: the mediating role of knowledge sharing

PurposeThe purpose of this paper is to investigate the mediating roles of knowledge sharing behaviors (knowledge collecting and donating) in linking the relationship between high-commitment human resource management (HRM)practices and specific aspects of innovation capability, namely, exploitative and exploratory innovation.Design/methodology/approachThe paper is based on quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 281 participants in 95 Chinese firms.FindingsThe findings of this study support the mediating role of knowledge sharing (KS) behaviors in the relationship between HRM practices and aspects of innovation capability. It highlights the important role of knowledge donating and indicates that the effect of knowledge donating is more significant than that of knowledge collecting on exploitative and exploratory innovation.Research limitations/implicationsFuture research should investigate the impact of high-commitment HRM practices on innovation capability under the moderating effects of organizational variables to bring better understanding on the relationship among them.Originality/valueThe paper significantly contributes to increasing knowledge and insights on the correlation between high-commitment HRM practices and specific forms of innovation. The understanding on mediating role of KS contribute to advancing the body of knowledge of HRM and innovation theory.

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

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

High commitment HRM and burnout of frontline food service employees: a moderated mediation model

PurposeDrawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees.Design/methodology/approachA moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling.FindingsThere was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a “negative signal” that was implemented for the good of management.Research limitations/implicationsThe authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing.Practical implicationsBurnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap.Originality/valueThis study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.