Perceptions Of HR Practices Research Articles

Employee engagement in nonprofit organizations: the role of perception of HR and organizational culture

PurposeThe study draws on social exchange theory and theoretical perspectives on engagement to examine the multidimensional relationship between employee perception of HR practices (PHRP), organizational culture (POC) and engagement in nonprofit organizations (NPOs) in a sample of nonprofits in Canada.Design/methodology/approachThis study examines the relationship between PHRP, POC and engagement in NPOs. The authors employed a quantitative research design (Creswell, 1998) involving data from a sample of NPOs in Ontario, Canada.FindingsThe findings suggest that PHRP has a direct effect on the level of both job and organization engagement. Employee perception of the value, relevance and importance of the job and membership in the organization induce the investment of physical, cognitive and emotional energy. The study emphasizes the importance of PHRP at individual and organizational levels as antecedents of engagement.Research limitations/implicationsThe findings highlight the need to examine the contextual drivers of HR practices and engagement to better understand the multidimensional context of NPOs (Borzaga and Tortia, 2006).Practical implicationsThe evidence reiterates the need for nonprofit managers to develop and implement HR practices that advance engagement.Originality/valueAlthough what is known about nonprofit employee engagement is limited but growing (Park, Kim, Park, and Lim, 2018), the question of engagement and perception of HR in NPOs is yet to be examined.

Employees' Perception of HRM Practices and Organizational Citizenship Behaviour: The Mediating Role of the Work-Family Interface.

The aim of the study was to explore if and to what extent a positive perception of Human Resource Management Practices could be related to Organizational Citizenship Behaviors and if the Work–Family Interface could act as a mediator of such relationship. A group of 406 employees of an Italian sector of the Public Administration filled in a self-report questionnaire encompassing socio-professional information and the following psycho-social measures: Perception of Human Resource Management Scale, Work–Family Interface, and Organizational Citizenship Behaviors Scale. The results confirmed the importance of Human Resource Management Practices perceptions for positive Organizational Behaviors underlining the crucial role played by positive work-to-family and family-to-work spillover as mediators. The study reflected on the work–family relationships demonstrating the mediating role of positive work–family spillover in the relationships between perceived HR practices and organizational citizenship behaviors. The main limitations were related to the cross-sectional nature of the study and to the self-report measures used that raised concerns about possible common method bias. The findings showed implications for HR practices to plan actions and interventions aimed at supporting employees’ work–family balance and at encouraging organizational citizenship behaviors.

Implementing HR Practices: Line Manager’s Cost Reduction HR Attribution and Extrinsic Motivation

Although substantive research has devoted increasing attention to effectiveness of HRM practices, the critical role of line managers’ attribution and motivation has been overlooked. Drawing from social information processing theory, we investigate the content and process of HRM implementation and explore how employee attitudes and behavior are affected through perception. HRM content refers to the practices implemented by line managers. The process of HRM implementation entails line managers’ cost reduction attribution and extrinsic motivation. This study further propose that line managers’ cost reduction HR attribution and extrinsic motivation weaken the associations between implemented and perceived HR practices. Analyzing the matched data from 151 department managers and 996 employees, we found that employees who perceive high levels of implemented HR practices are more likely to commit to the organization and engage to work. Further, when line managers’ cost reduction attribution and extrinsic motivation is higher, employees will perceive lower levels of implemented HR practices. These findings contribute to the strategic HRM literature by demonstrating the significant role of line managers’ attribution and motivation in HRM implementation and explain why HR practices implemented may not achieve the expected effectiveness. Implications, limitations and future directions are discussed.

It’s Not All the Same: Implemented and Perceived HR Practices in the Volunteer Context

Being strategic and intentional in the management of volunteers is increasingly important to tackle volunteer retention and improve other volunteer outcomes. Drawing on strategic human resource management (SHRM), this inductive study utilizes qualitative data from interviews to explore how volunteers in a large youth organization perceive HR practices of training and recognition. Volunteer accounts are supplemented with focus group data from front-line staff to capture how HR practices are implemented. Findings indicate a disconnect between implemented and perceived HR practices in some, but not all, areas. Inconsistent and unintentional communication was the main driver for negative volunteer perceptions.

Finding Common Ground: HR Manager and Line Manager Alignment on Climate and Innovation Performance

Both HR managers and line managers play a significant role in implementing espoused organizational HR practices, yet these two entities often hold different views of both the intended and implemented practices within the organization. To date, the research literature is not clear about how either alignment or misalignment of the perceptions of these important groups affects HR practice implementation or downstream performance outcomes. Using HR system strength theory as a theoretical guide, this study leverages the concept of consensus amongst HR managers and line managers to determine if alignment affects the innovation performance of new product development (NPD) teams in the Chinese automotive industry. Specifically, the paper examines the effects of alignment on innovation performance through important mediating variables: climate for cooperation and climate for innovation. Drawing upon a sample of NPD units in 73 firms, we find that both innovative climate and cooperative climate are significantly higher when HR managers’ and NPD managers’ perceptions of HR practices are aligned rather than when they are misaligned. Under the condition of perceptual misalignment, higher levels of innovative and cooperative climates are observed when NPD managers report higher implementation of HR practices than when HR managers report higher levels. Moreover, we find that innovative climate significantly mediates the relationship between HR practice perception alignment and NPD performance. A similar result was not found for cooperative climate. The findings further advance HR system strength theory and demonstrate the importance of managerial alignment in practice implementation.

High - Low Engaged Employee Commitment and Citizenship Behaviour Examined with Moderated Mediation

This study examines the mediating and moderating variables through which human resource management practices are linked with behavioral outcomes. We developed and tested a moderated mediation model linking perceived HR practices to organizational commitment and citizenship behavior. Drawing upon the AMO framework that assumes HR bundles to influence outcomes, we explore through social exchange theory and self-determination theory the moderating effect of level of engagement and mediating effect of organizational commitment on HR practices and organization citizenship relation. The data of 401 employees working in government hospitals in India support this model. The findings suggest that the level of engagement of employees influences the relationship of HR practices on organization commitment which has been observed with the interaction effect. The implications for practitioners are discussed.

Do You See What I See? Manager-Employee HR Practices Perceptual Congruence and Employee Well-being

This study explores how congruence between managers’ and employees’ perceptions of HR practices affects employees’ well-being. Cross-level polynomial regression and response surface analysis on data from 283 manager-employee dyads revealed that employees’ well-being was maximized when managers’ and employees’ perceptions of HR practices were congruent and was undermined when managers’ and employees’ perceptions were incongruent. In addition, employees’ well-being was higher when managers’ and employees’ perceptions of HR practices were congruent for high commitment HR practices rather than congruent for low commitment HR practices. Employees’ well-being also was lower when their managers (rather than employees) perceived higher commitment HR practices than when employees (rather than managers) perceived higher commitment HR practices.

The impact of employees’ perceptions of HR practices on identification with the company and citizenship behavior

Purpose The purpose of this paper is to review two work groups’ (local vs foreign) perceptions, attitudes and behavior and propose a moderated mediation model to examine perceived HR practices’ impact on identification with the company and organizational citizenship behavior (OCB). Design/methodology/approach This paper selects 320 local and foreign production operators at high-tech firms in Taiwan. The hypotheses are tested using SEM-AMOS, and the mediation effects are analyzed by Sobel test with bootstrapping. Findings Results show that: first, the relationship influence between identification with the company and OCB is stronger for foreign workers than for local workers; and, second, the moderated mediation of work status exists in perceived practice of rewards for the whole worker model. Research limitations/implications To concentrate on research objective, the authors only consider the same characteristics in local and foreign workers’ job environment, neglecting differences in employment conditions, living environment and cultural background. Practical implications Two major implications are that: first, different perceptions on HR practices are based on employees’ work status; and, second, in addition to adopting appreciative HR practices for the target group, firms should help employees develop a stronger identification with the company in order to encourage OCB. Originality/value This paper studies employees’ perception on HR practices, compares a three-variable model between local and foreign workers, and proposes a moderated mediation model to handle HR practices’ effects on identification with the company and OCB.

The Effects of Employee's Perception of HR Practices on Organization Commitment and Turnover Intention: The Mediated Effect of Career Plateau

The Effects of Employee's Perception of HR Practices on Organization Commitment and Turnover Intention: The Mediated Effect of Career Plateau

Perceived HR Practices and Intention to Quit of Generation X and Y in Unionize Organization

Hotel industry is one of the important segments that contribute greatly to the world’s economy. The intention of employees to quit is very crucial in any organization especially in the service industry. The importance of this study is to provide some insights on how organizations, (specifically hotel industry) could apply various management styles to different generations in the workplace. Nearly 269 usable survey questionnaires have been collected from 25 unionize hotel employees in Peninsular of Malaysia and the data has been analyzed with partial least squares (PLS) 2.0.The studies reveal that factors like performance appraisal and remuneration are not important factors for Gen Y employees to leave the organization. Moreover R square shows 58.6 %, which negatively relates to an intention to quit, explaining total variance. The findings show that, Gen Y have a set of characteristics that is different from other employees and they are always on a look out to innovate and highlight their talents. Furthermore, the findings of this study provide some practical implications on the effect of the intention to quit in the hotel industry. It also could help the managers and Human Resource department to have better understanding in managing and coping with the turnover issues in the hotel industry.

HR Practices and Four Eudaimonic Wellbeing-Task Performance Profiles: Age as Moderator

In this two-wave study, we analyze whether employees’ perceptions of HR practices at Time 1, predict at Time 2 (a year after) four profiles of eudaimonic wellbeing and task-performance i.e., mutual...

Employment Relations as Drivers of Social Mission

Nonprofit organizations are defined by their social mission. Thus, individual employees often perceive their relationship with the organization in terms of the social mission and values that attract them to each nonprofit. The perception, processes, dimensions and outcomes of the nexus between employees and the social mission are played out mainly through employment relations. Research suggests that employment relations in nonprofit organizations are not only uniquely contextual due in part to the social mission of the organization, the relationship is particularly multidimensional combining elements of social exchange, social movement, strategy and high performance. The nexus between employment relations and social mission is also likely to be constantly evolving in order to align with change in the environment. This symposium provides a forum for leading scholars to contribute to our understanding of the relationship between employment relations and social mission by 1) exploring relevant factors to consider in the formulation of employment relations to enhance the social mission of nonprofit organizations; 2) examining how social mission interactions with employment relations impact individual employee outcomes such as engagement and meaningfulness; 3) analyze how the combination of social justice and employment relations factors drive synergies and inter-organizational relationships that benefits the society, the organization, and the employees and 4) the role of nonprofit leadership is developing systems that support the social mission. A Decade Later and How Much Wiser? A Systematic Review of Strategic HRM Research in NPOs Presenter: Alina McCandless Baluch; U. of St Andrews Presenter: Hans-Gerd Ridder; Leibniz U. Hannover Employee Engagement and Perception of HR Practices: What You See is What You Get Presenter: Kunle Akingbola; Lakehead U. Presenter: Sephora Kerekou; Laval U. Presenter: Aurelas Tohon; Laval U. Social Unionism as a Contribution to Human Capital Priorities Presenter: Carol Brunt; U. of Wisconsin, Whitewater Presenter: Kunle Akingbola; Lakehead U. High Performance Work Systems in Nonprofit Organizations: The Role of the Executive Director Presenter: Jessica Elizabeth Sowa; U. of Baltimore

When are HR Practices Effective for Job Performance? The Role of Employee HR Effectiveness Ratings

Although SHRM research has progressed in integrating employee perceptions of HR practices in the HRM – performance chain, much is still unclear concerning how individual workers perceive HR practic...

Relative Importance of Human Resource Practices on Affective Commitment and Turnover Intention in South Korea and United States.

The main purpose of this study was to investigate the impact of perceived HR practices on affective commitment and turnover intention. This study explored which HR practices were relatively more important in predicting affective commitment and turnover intention. A total of 302 employees from the United States and 317 from South Korea completed the same questionnaires for assessing the aforementioned relationships. The results illustrated that among perceived HR practices, internal mobility had the most significant association with turnover intention in both the United States and South Korea. While internal mobility was a stronger predictor of affective commitment for the United States sample, training was the most important variable for predicting affective commitment in South Korea. The second purpose of the study was to examine whether individuals’ positive affect influences the relationship between perceived HR practices and affective commitment and turnover intention. In the United States, positive affect moderated the relationship between perceived HR practices and affective commitment and turnover intention such that the relationships were stronger for individuals reporting high positive affect relative to those reporting low positive affect. However, these relationships were not significant in South Korea. We discuss the implications of these results, study limitations, and practical suggestions for future research.

Interns’ perceptions of HR practices and their influence on fit and intentions to join

This study examines interns’ perceptions of HR practices and their influence on person–organization fit, person–job fit, and intentions to join the organization. The hypotheses are developed with signaling theory and attraction, selection, attrition (ASA) theory. Utilizing a time lagged study design of 71 interns employed in a United States based service firm, we found positive perceptions of HR practices rated early in the internship were related to increased person–organization fit, person–job fit, and intentions to join the organization at the end of the internship. Our findings also showed that person–organization fit and person–job fit fully mediated the relationship between HR practices and intentions to join the organization.

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees’ perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.

How Manager-Employee LTO Similarity and Employee CQ influence the Link of Their HR Perceptions

While scholars have examined the effects of employees’ perception of HR practices on employee outcomes, research on the antecedents of these perceptions is rare. In this paper, we identified line managers’ perceptions of HR practices as one antecedent of employees’ perceptions of HR practices. In addition, we identified two moderators of this relationship: similarity between managers’ and employees’ long-term orientation and employees’ cultural intelligence. Data from 287 employees and 41 line managers in 17 Chinese state-owned enterprises were collected. Results of cross-level modeling provided support for a positive main effect of managers’ perceptions of HR practices on employees’ perceptions of HR practices. In addition, the similarity between employees’ and managers’ long-term orientation strengthened the relationship between managers’ and employees’ perceptions of HR practices. Results also revealed that long-term orientation similarity more strongly augmented the positive relationship between managers’ and employees’ perceptions of HR practices for employees with high cultural intelligence. Discussion focuses on the further identification of factors that shape the relationship between managers’ and employees’ perceptions of HR practices.

Not Seeing Eye to Eye: Variability between Managers’ and Employees’ Perceptions of HR Practices

This study explores the unit-level performance consequences of differences between managers’ and employees’ perceptions of high-performance work systems (HPWS). We combine a meta-analysis and a fie...

Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage

AbstractIn a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.

Perceptions of HR practices on job motivation and work-life balance

Purpose Based on regulatory focus theory and social exchange theory, the purpose of this paper is to explain how care service workers’ job attitudes, such as job satisfaction, organizational commitment and perceived organizational support, help form their promotion-focus or prevention-focus perceptions of firms’ HR practices. Design/methodology/approach A survey study of 709 residential care service workers was used to test the developed framework with structure equation modeling analysis. Findings The empirical results show that the adoption of HR practices in the British care service sector can simultaneously enhance workers’ job motivation and help to correct their work-life imbalance, which have different effects on workers’ job attitudes. Research limitations/implications Perceptions of HR practices can create both promotion- and prevention-focussed perceptions from the workers’ perspective. The mixed perceptions about HR practices trigger both perceptions of job motivation and perceptions of work-life imbalance that can then lead to different outcomes with regard to job attitudes. Practical implications This study helps practitioners apply HR practices suitably, to certain types of employees in order to drive positive, rather than negative impacts. It is important for managers in the care service industry to take into account the conditions that determine the impacts of HR practices on workers’ job attitudes when deciding to adopt HR practices. Originality/value This study contributes to the management literature by providing empirical evidence of the critical role played by job motivation and work-life imbalance in the perceptions of HR practices and job attitudes link.