High-involvement Human Resource Practices Research Articles

What Makes Restaurant Employees Become Brand Citizens?

We examined brand love and brand citizenship behavior in the restaurant industry, developing a study framework in which we proposed that the high-involvement human resource (HR) practices of recognition, empowerment, competence development, fair rewards, and information sharing would play an important role in determining the brand love that enhances brand citizenship behavior. We collected data from 476 frontline employees working in restaurants in Taiwan. The findings suggest that the HR practices of recognition, empowerment, competence development, fair rewards, and information sharing were crucial predictors of brand love. We also found that brand love mediated the link between business management and brand citizenship behavior, and had positive effects on brandhelping behavior, brand consideration, and brand enthusiasm. If managers can generate employees' brand love, employees are likely to perform behaviors to assist with brand-related activities, follow brand guidelines while serving customers, have a positive attitude, and engage in behaviors contributing to values of the corporate brand.

Facilitating the Creativity of Governmental Employees via High-Involvement Human Resource Management Practices

The study examines some of the facilitators of governmental employees’ creativity by developing and testing a model linking perceived high-involvement human resource practices (HIHRPs) to an employee’s creativity (EC), via the mediating mechanism of an employee’s felt trust (FT). Online questionnaires were used to collect data from 241 staff members at a main governmental university in Jordan. Structural-equation modeling (SEM) via AMOS and the PROCESS macro in SPSS were used for data analysis. The study found: 1-HIHRPs as a bundle had a positive significant influence on EC, however, as discrete practices, only empowerment and competence development had significant relations with EC. 2-HIHRPs (as a bundle and as discrete practices) had positive significant influences on FT. 3-FT was positively and significantly related to EC. 4-FT mediated the relations between HIHRPs (as a bundle and as discrete practices) and EC.

Examining the moderating role of HIHRP in the relationship between external integration and productivity

PurposeBased on the human resource (HR) and supply chain integration (SCI) literature, this paper aims to argue that high-involvement human resource practices (HIHRP) work as a complementary capability for SCI, and thus, HIHRP moderates the relationship between SCI and firm productivity. This moderating role is analyzed through the following HIHRP dimensions, namely, ability-enhancing, motivation-enhancing and opportunity-enhancing practices framework.Design/methodology/approachUsing empirical data collected from a survey of the agri-food sector (horticultural firms of southern Spain), the moderating effects of HIHRP on the relationship between supply chain external integrations (with customers and suppliers) and productivity are examined. Hierarchical regression analysis is used to test the proposed hypotheses.FindingsThe results support that HIHRP has a moderating effect on the SCI/productivity relationship. However, these results are only significant in the case of supplier integration.Originality/valueThis study analyzes HIHRP as a complementary asset in the context of SCI and makes both theoretical and managerial contributions to the SCI literature by empirically analyzing the role of HR practices in enhancing the relationship between SCI and performance.

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-involvement HRM and positive WOM intentions: a mediation model

PurposeThis study proposes and tests a conceptual model hypothesizing that perceived high-involvement human resource practices (HIHRPs) influence organizational members’ positive word-of-mouth (PWOM) intentions, via the mediating mechanisms of perceived organizational support (POS) and positive affect (PA).Design/methodology/approachQuestionnaire data were collected from 194 working individuals and were analyzed by using structural equation modeling and the SPSS PROCESS macro.FindingsThe findings of this study are as follows: perceived HIHRPs had a significant positive influence on organizational members’ POS and PA; POS and PA were each significantly and positively related to PWOM intentions; the relation between HIHRPs and PWOM intentions was significantly mediated by POS and significantly mediated by PA; when included in one model, POS and PA together fully mediated the relationship between HIHRPs and PWOM intentions.Originality/valueThis study is one of the first to develop and empirically test a model identifying the HR determinants of personnel’s PWOM intentions, an area overlooked within the human resource management and organizational behavior literature. The study is also the first to examine the mediating effects of POS and PA on the relationship between HIHRPs and PWOM intentions.

Increasing employability

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Increasing employability is important for both individuals and organizations in a fast-paced and changing business world. Increased learning helps employees improve their skills, abilities, and knowledge, which in turn increases their competence and confidence, and increases their perception of their employability, as well as the perception of their supervisors. Organizations can invest in their employees by providing high-involvement human resource practices which encourage involvement, support, trust, and autonomy. This in turn increases positive learning behaviors, which leads to increased employability and thus improved outcomes for employees and the organization as a whole. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

High-involvement human resource practices, employee learning and employability

PurposeAlthough environmental factors at the organizational level are of importance for individual employability, very few studies have investigated how the practices an organization implements can facilitate employability. The purpose of this paper is to analyze how high-involvement human resources (HIHR) practices (i.e. recognition, competence development, empowerment, information sharing and fair rewards) influence employee learning, which contributes to employability.Design/methodology/approachThe data were collected from 288 pairs of employees and their direct supervisors in Chinese companies. In this study, we measure perceived employability from both employees and their direct supervisors. Structural equation modeling (SEM) analysis is conducted to test the hypotheses.FindingsThe results indicate that employees’ perceptions of the HIHR practices of recognition, competence development, empowerment and information sharing are positively related to employee learning, and then facilitate self- and supervisor-ratings of employees’ employability. Practices of fair rewards have a negative effect on employee learning and employability.Originality/valueThis study contributes to employability and human resource management literature in several ways. First, the study raises the association between different HIHR practices and perceived employability through employee learning. Second, the study considers both self-rating and supervisor-rating of employability to improve the effectiveness of the results.

Relationship between leader member exchange (LMX), high-involvement HRP and employee resilience on extra-role performance

PurposeThis paper aims to examine the role of employee engagement (EE) as a mediator in the relationship of extra-role performance (ERP) with leader member exchange (LMX), high-involvement human resource practices (HI HRPs) and employee resilience (ER) in the emerging service sector organizations in India.Design/methodology/approachData have been gathered from 328 employees from executive and non-executive grades from metro rail organizations of North India through structured questionnaire. Before analysis, missing data and outliers were examined. Structure equation modelling (SEM) and confirmatory factor analysis have been performed to analyse the hypothesized model.FindingsFindings reveal that all the constructs taken in the study – LMX, HI HRP and ER – had a positive influence on employees’ ERP through EE.Research limitations/implicationsThis study is helpful in providing better understanding of the predictors of EE and the way it affects employees’ ERP for researches that are aiming to conduct related research studies in an Indian context. To achieve higher employee performance, organizations need to identify factors or drivers that potentially increase the EE levels, thereby, increasing the employees’ performance. This will also help HR practitioners in shaping and formulating effective organizational policies and practices.Originality/valueThis study has considered the emerging service sector organizations in India that have not been endeavoured before as earlier studies concentrated more on Western countries. The result of the study is congruent with that of the previous studies by establishing a positive relationship between EE and employees’ ERP and also concludes that LMX, HI HRP and ER have positive influence on EE.

Exploring the relationship between high-involvement human resource practices and affective commitment within non-Western service context

This paper aims to examine the effect of high-involvement human resource (HR) practices on employees' affective commitment. Survey data were collected from 300 front-line employees working in a Turkish holding company providing financial services. Data were analysed by structural equation modelling. In contrast to the findings of previous research, this study found that the sub-components of high-involvement HR practices do not collectively influence employees' affective commitment, but employees' perceptions regarding the fairness of rewards mediate the joint effect of recognition, empowerment, and competence development practices on employees' affective commitment. This study contributes to the literature by examining the causal relationship between high-involvement HR practices and employee affective commitment within non-Western service context. Although the significant effect of high-involvement HR practices on employee commitment has already been demonstrated by previous research, testing this relationship in a different cultural context is important for understanding the universality of this association.

Exploring the relationship between high-involvement human resource practices and affective commitment within non-Western service context

This paper aims to examine the effect of high-involvement human resource (HR) practices on employees' affective commitment. Survey data were collected from 300 front-line employees working in a Turkish holding company providing financial services. Data were analysed by structural equation modelling. In contrast to the findings of previous research, this study found that the sub-components of high-involvement HR practices do not collectively influence employees' affective commitment, but employees' perceptions regarding the fairness of rewards mediate the joint effect of recognition, empowerment, and competence development practices on employees' affective commitment. This study contributes to the literature by examining the causal relationship between high-involvement HR practices and employee affective commitment within non-Western service context. Although the significant effect of high-involvement HR practices on employee commitment has already been demonstrated by previous research, testing this relationship in a different cultural context is important for understanding the universality of this association.

Relationship Between High-Involvement Human Resource Practices and Innovative Work Behavior

Relationship Between High-Involvement Human Resource Practices and Innovative Work Behavior

Managing innovative work behavior: the role of human resource practices

Purpose– The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of supportive work environment conditions.Design/methodology/approach– The study uses regression analysis to test the hypotheses in a sample of 198 Spanish firms.Findings– The results indicate that ability-enhancing and opportunity-enhancing human resource practices are positively related to innovative work behaviors with the mediation of two work environment variables: management support and coworkers support. This study discusses results and highlights limitations and future research directions.Originality/value– Previous researchers have identified employees as important sources of innovation, but systemic empirical research has not been fully applied to examine the relationship between human resource management (HRM) and employees' innovative work behavior.

Influences of HR Practices, Social Exchange, and Trust on Turnover Intentions of Public IT Professionals

The purpose of this study is to explore the role of high-involvement human resource (HR) practices, perceived organizational support (POS), leader-member exchange (LMX), and organizational trust in lessening turnover intentions of information technology (IT) professionals working in Turkish public organizations. A total of 197 IT professionals participated in the study. The results indicate that POS fully mediates the relationships from (a) participation in decision making, (b) information sharing, and (c) fair rewards to turnover intentions; and partially mediates the relationship between recognition and turnover intentions. Moreover, it is also found that LMX fully mediates the association between information sharing and turnover intentions; and partially mediates the relationship between recognition and turnover intentions. In addition, it is yielded that trust in organization moderates the relationship between POS and turnover intentions, whereas trust in supervisor moderates the relationship between LMX and turnover intentions.

Linking high involvement human resource practices to employee proactivity

Purpose– The purpose of this paper is to examine the relationships between employees’ perceptions of high-involvement human resource (HR) practices, their levels of work engagement and learning goal orientation, and their proactive behaviors.Design/methodology/approach– The sample of the study included 240 employees who work in Istanbul, Turkey, chosen from the major industries that represent the economic profile of this city. The hypotheses were tested with structural equation modeling procedure.Findings– The results revealed that apart from perceived recognition, all the perceived high-involvement HR practices were positively related to employees’ work engagement, which in turn predicted their learning goal orientation. Besides, the results indicated that work engagement affected both individual innovation and feedback inquiry significantly, whereas learning goal orientation predicted only feedback inquiry. Finally, the findings revealed that only perceived empowerment and competency development practices were linked to feedback inquiry through work engagement and learning goal orientation.Research limitations/implications– The generalizability of the findings is limited. The data are based on self-report and the use of cross-sectional data does not allow any definite conclusions to be drawn about causality.Practical implications– Organizations that aim to increase employee proactivity need first to identify the means of increasing work engagement. One way of increasing engagement levels among employees is to invest in various kinds of supportive, high-involvement HR practices, such as competence development and information sharing.Originality/value– This study explores the notion of high-involvement HR practices with employee proactivity in an integrative way by viewing work engagement as a latent mechanism that links high-involvement HR practices to proactive behaviors both directly and indirectly via increased learning goal orientation.

High-involvement human resource practices, affective commitment, and organizational citizenship behaviors

Although understanding the concept of organizational citizenship behaviors (OCBs) in a service context is important, very few studies have investigated what motivates frontline service employees to exhibit such behaviors. This study examines how high-involvement human resource (HR) practices influence affective commitment, which contributes to citizenship behaviors in service settings from the employees' point of view. Based on previous studies, this study proposed a conceptual model and hypothesized that five constructs of HR practices (i.e. recognition, empowerment, competence development, fair rewards, and information sharing) facilitate the development of frontline employees' affective commitment. This kind of organizational commitment in turn contributes to OCB (i.e. loyalty, participation, and service delivery). Data were collected from 172 contact employees of Taiwanese restaurants. The result indicated that high-involvement HR practices play an important role in determining contact employees' affective commitment. Moreover, affective commitment was found to be an effective linkage between high-involvement HR practices and contact employees' citizenship behaviors.

Reducing employees’ turnover intention through Hr-induced organizational citizenship behaviour: Leader-member exchange as the mediator

This study examines the possibility of inducing organizational citizenship behavior (OCB) through human resource (HR) philosophy and high involvement HR practices administered at the workplace. Leader-member exchange (LMX), a basis of relational infrastructure, is posited to be a potential mediator. Data was collected from hotel frontline employees, tested and analyzed through structural equation modeling. Findings show that HR philosophy drives the formulation of the bundles of high involvement human resource practices and such philosophy contribute to employees’ willingness in exhibiting organizational citizenship behavior (OCB) directed at individuals (OCBI) as well as organizations (OCBO) as a whole. High involvement HR practices, however, do not elicit OCB but these practices are significantly related to LMX, a new theoretical insight which should invite future research. Although exchanges between supervisors and subordinates are shown to have influences on employees’ willingness in performing OCB, LMX does not, however, mediate the relationship between high involvement HR practices and OCB. Overall, hotel frontline employees participated in this study exhibit more OCBO, rather than OCBI; and such behavior reduce their intention to leave. Both theoretical and practical implications as well as avenues for future research are discussed.

CORPORATE GOVERNANCE, HUMAN RESOURCE PRACTICES AND ESTABLISHMENT-LEVEL OUTCOMES

This paper examines complementarities between high-involvement human resource practices and corporate governance. Using fuzzy-set Qualitative Comparative Analysis (fsQCA), we empirically investigat...

Adopting High-Involvement Human Resource Practices

Results from a survey of 107 organizations suggested that the organizational process of bench-marking mediates the effects of munificence on high-involvement human resource (HR) practices. The weak relationship between munificence and HR practices observed in past studies might be explained by the failure to account for this organizational process. Implications for HR managers and practitioners interested in the role that benchmarking plays in organizations are highlighted.