Opportunity-enhancing Practices Research Articles

Impact of High-Performance Work System on Job Satisfaction, Organizational Commitment, Job Complexities and Intention to Quit: A Karachi Based Study on Banking and Education Industry.

The aim of this study is to understand the influence of high-performance work system (HPWS) on Job Satisfaction (JS), Organization commitment (OC), Job complexity (JC) and intention to quit (QI). For this purpose, a quantitative method was used. Data was collected from a questionnaire administered to 110 employees who are associated in banking and education sectors in Karachi. Different statistical techniques were used for analysis such as descriptive statistics, confirmatory factor analysis and structural equation modeling. The results demonstrate a synergistic effect of HPWS, meaning that the combined effects of three sets of HR practices (skill-enhancing, motivation-enhancing and opportunity-enhancing practices) is greater than the sum of each set taken individually. Overall the findings demonstrate the potential of implication of these HR practices to influence the attitudinal and behavioral outcomes and the organizational performance.

Role of HRM in knowledge integration: Towards a conceptual framework

Knowledge integration (KI) is a source of sustained competitive advantage for firms. This paper draws upon the knowledge-based view of the firm and ability-motivation-opportunity framework to develop a theoretical and empirical model showing the role of human resource management (HRM) practices in achieving KI. Findings suggest three ability-enhancing practices (training and development, focused hiring, and knowledge questioning values), four motivation-enhancing practices (project-specific performance, competency-based performance management, project-based information dissemination, and information and knowledge sharing forums) and five opportunity-enhancing practices (team working, information and knowledge sharing, verticalisation of business, geographical information and knowledge sharing, and structural change) that facilitate KI. The paper concludes with managerial implications, directions for future research and the study's limitations.

Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing

Drawing on the ability-motivation-opportunity framework, we develop a multilevel model examining the relationship between high-performance human resource practices and team creativity. Based on an input-process-output perspective, we hypothesize that both ability-enhancing human resource practices and motivation-enhancing practices affect team creativity via team efficacy, while motivation-enhancing practices and opportunity-enhancing practices affect team creativity via knowledge sharing. We verify our hypotheses using data collected from 16 Chinese companies involving 80 work teams. The results show that team efficacy mediates the relationship between ability-enhancing practices and team creativity, and knowledge sharing mediates the relationship between motivation-enhancing practices and team creativity. Theoretical and practical implications for human resource management practices and team creativity are discussed.

Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations

Purpose– The purpose of this paper is to increase the understanding of the influence of high-performance work systems (HPWS) upon job satisfaction (JS), organizational commitment (OC) and intention to quit (QI).Design/methodology/approach– The data come from a questionnaire administered to 730 employees in different organizations. All questionnaires were administered “live,” in the presence of one or more members of the research team, with the ability to answer any of the respondents’ clarification questions.Findings– The results of this study allow the authors to better understand how the effects of HPWS are exerted on the intention to quit by highlighting the mediating role played by JS and OC. In addition, the results demonstrate a synergistic effect of HPWS, meaning that the combined effects of three sets of HR practices (skill-enhancing, motivation-enhancing and opportunity-enhancing practices) is greater than the sum of each set taken individually.Research limitations/implications– The cross-sectional nature of the study prevents the authors from inferring true causality between human resource management (HRM) practices and the attitudes and behaviors of employees. Only a longitudinal study measuring levels of JS, OC and quit intention before and after implementation of such practices would establish such causality.Practical implications– For leaders and managers of organizations seeking to reduce the rate of employee turnover, the results are eloquent: increased investment in a HPWS can significantly improve JS, helping to increase OC and reduce intention to quit. In the prevailing context of “talent war,” organizations that are the most proactive in the implementation of HRM systems, that is, systems designed to improve the skills of employees, to motivate them to use these skills and to empower them in their decision making at work, will be the employers that are more likely to retain skilled employees.Originality/value– This paper focusses on the complementary rather than aggregate effects of three sets of HRM practices, thus contributing to the discussion on the notion of complementarity among HRM practices, a notion that has been called into question in certain studies.

The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective

The increasing challenges faced by organizations have led to numerous studies examining human resource management (HRM) practices, organizational ethical climates and sustainability. Despite this, little has been done to explore the possible relationships between these three topics. This study, based on a probabilistic sample of 6,000 employees from six European countries, analyses how HRM practices with the aim of developing organizational ethics influence the benevolent, principled and egoistic ethical climates that exist within organizations, while also investigating the possible moderating role played by their employees’ perception of corporate sustainability. Findings demonstrate that ability-enhancing practices (i.e. recruiting, selection and training) and opportunity-enhancing practices (i.e. job design, industrial relationships and employee involvement) improve benevolent and principled organizational ethical climates, while motivation-enhancing practices (i.e. performance management, compensation and incentives) rather than being related to these organizational ethical climates, are linked to the egoistic climate. In addition, the perceptions of the company’s employees in terms of corporate sustainability moderate these relationships, by reinforcing the positive relationships of ability-enhancing and motivation-enhancing HRM practices in terms of benevolent and principled ethical climates and by reducing the positive relationships between motivation-enhancing practices and egoistic climate. Specific implications for HRM research, teaching and practice are then advanced and discussed.

How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms

Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems—skills-enhancing, motivation-enhancing, and opportunity-enhancing—on proximal organizational outcomes (human capital and motivation) and distal organizational outcomes (voluntary turnover, operational outcomes, and financial outcomes). The results indicate that skill-enhancing practices were more positively related to human capital and less positively related to employee motivation than motivation-enhancing practices and opportunity-enhancing practices. Moreover, the three dimensions of HR systems were related to financial outcomes both directly and indirectly by influencing human capital and employee motivation as well as voluntary turnover and operational outcomes in sequence.