Perceived HRM Practices Research Articles

Engagement and Burnout as Psychological Determinants of Perceived HRM Practices

Engagement and Burnout as Psychological Determinants of Perceived HRM Practices

Pengaruh Persepsi Praktik HRM terhadap Kesuksesan Karir Melalui Kemampuan Kerja Serta Perilaku Kewargaan Organisasi (OCB)

Every company needs quality human resources so that their work and work produce the best results. Therefore, the company must involve factors that can influence its attitude, namely with the HRM practices provided, in the end it will have a strong influence in increasing its capabilities including the behavior of organizational members to achieve individual career success. The purpose of this study was to see the effect of HRM practices associated with employees' perceptions of career success through employability and civic organizational behavior as mediating variables. This study used a purposive sampling approach involving 160 respondents who are permanent employees of the private banking sector in DKI Jakarta and Tangerang. Data were analyzed using Structural Equation Model (SEM) with SmartPLS 3.0. Some of the findings in this study are that perceptions of HRM practices have an effect on work ability and organizational citizenship behavior, while career success has no effect. Other findings prove that Work Ability and Organizational Citizen Behavior have a mediating role in the relationship between HRM Practices and Career Success. These results are expected to provide an overview of how a stage from start to towards a better career in order to be able to increase income and carry out self-development in the work environment.
 Keywords: Perceptions of HRM Practices, Employability, Organizational Citizenship Behavior, Career Success

A Moderated Dual-Mediation Model of Perceived HRM Practices on Employees’ Behavioral Responses

A Moderated Dual-Mediation Model of Perceived HRM Practices on Employees’ Behavioral Responses

How Line-Manager Leadership Styles and Perceived HRM Practices Contribute to Employee Performance

Plenty of studies presented how leadership styles and HRM practices influence employees in organizations separately, but only a few considered the combined effects of some certain types of leadership and HR management practices. Based on configurational theory, we provide a more holistic view by integrating task-oriented, relations-oriented, and change-oriented leadership, and hygiene-motivate HR practices to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance. Using fuzzy set qualitative comparative analysis (fsQCA) and data of 108 pairs of ling-managers and followers in China, we find five sufficient configurations for the presence of high employee performance, and three for its absence, which provides evidence for the three propositions of “multiple conjunctural causation”, “equifinality”, and “asymmetry”.

The impact of human resource management practices on service-oriented organizational citizenship behaviors: does positive psychological capital matter?

The aim of this study is to explore the relationship between perceived human resource management practices and service-oriented organizational citizenship behaviors through the mediating role of employee engagement. Besides, the moderating effect of positive psychological capital on the relationships will also be examined. The target population included 457 frontline employees who work at least one year at commercial banks in Vietnam. The inferential analysis to test the hypotheses was completed using SmartPLS 3.0 software for structural equation modeling with partial least squares (PLS-SEM). The result of this study indicated that a positive correlation between perceived HRM practices and service-oriented OCBs; employee engagement played a partial mediating role in this correlation. In addition, positive psychological capital heightened the positive relationship between perceived HRM practices and service-oriented OCBs of frontline employees. This research provided bank managers with an enhanced understanding of what the fundamental behaviors of their frontline employees are and how to develop and cultivate these employee contributions. It lets managers know how much the frontline employees take care of HRM practices at the workplace. From the point of view of the employees, managers may have the strategies to avoid the potential risk related to human resource management.

Researchers show women at Spanish SMEs respond positively to high-involvement HRMs

PurposeThe authors wanted to look at the impact of both the overall HRM system and HRM sub-systems, in this case training, information, participation and autonomy.Design/methodology/approachThe authors tested four hypotheses on thousands of employees from 104 Spanish SMEs. Previous studies of high-involvement HRM systems were done in large US firmsFindingsThe results showed women are more likely than men to reciprocate employer offerings of supportive HRM. They are also more likely to withdraw their commitment when the work environment is unsupportive. However, the results showed that the moderating effect of gender on the relationship between autonomy and affective commitment was not significantOriginality/valueThe authors said that few previous studies had tried to explain the different impacts on men and women of perceived HRM practices. Their study was also unusual in investigating the impact of both the overall HRM system and HRM sub-systems, in this case training, information, participation and autonomy.

Employees’ perceptions of human resource management practices and employee outcomes

PurposeThe purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention (TI), in small- and medium-sized enterprises (SMEs) in mainland China.Design/methodology/approachThis paper adopts a quantitative approach based on a sample of 227 employees working in 24 SMEs in eastern and western China.FindingsEmployees’ perceptions of HRM practices, such as training and development, reward management and performance management, are significant predictors of employee commitment. A negative direct relationship is found between employees’ perceptions about the use of HRM practices and TIs.Research limitations/implicationsAlthough data were collected from two representative provinces of eastern and western China, the size of the sample may limit the generalisability of the findings to the wider region.Practical implicationsThe relationship between employees’ perceptions of HRM practices and employee outcomes in Chinese SMEs provides an effective way for SME owners and HR practitioners to generate desirable employee attitudes and behaviours, which, ultimately contribute to improving organisational performance.Originality/valueThis is an original paper which makes a contribution by helping to address the dearth of studies which have explored aspects of the effectiveness of HRM in SMEs in China. In contrast to the majority of China-focussed studies on this topic, it highlights HRM outcomes at the individual level rather than the organisational level. Further, the study involves SMEs in western China which is an under-explored region.

Socially Responsible Human Resources Management, Perceived Organizational Morality, and Employee Well-being

The aim of this investigation is to explore the process linking socially responsible human resource management (SRHRM) to employee well-being. The data were collected from a sample of nurses (n = 349) working in a large public hospital in Egypt. The results indicate that positive employee perceptions of organizational morality arising from SRHRM led to an enhanced state-based positive affect at work and ultimately increased employee vitality. This investigation contributes to the HRM literature by examining the impact of employees’ perceptions of HRM practices that incorporate indicators of employee social performance in corporate performance appraisals and reward systems, on employee vitality at work.

Investigating the links between resilience, perceived HRM practices, and retirement intentions

PurposeHuman resource management (HRM) scholars’ interest in older employees’ resilience has only recently started to emerge. Little is known about how resilience and perceived HRM are linked to different retirement intentions. Drawing on the conservation of resources and social exchange theories, the purpose of this paper is to investigate the links between perceived HRM practices, resilience and retirement intentions. Additionally, the paper examines the possible mediating role of resilience in the relationship between perceived HRM practices and retirement intentions.Design/methodology/approachIn 2016, a cross-sectional study was conducted among older (50+) nursing professionals working in a Finnish university hospital. Statistical methods, including mean comparisons and linear and logistic regression analyses, were used to analyze the data.FindingsThe results indicated that resilience partly mediated the relationship between perceived HRM practices and early retirement intentions, and fully mediated the association between perceived HRM practices and intentions to continue working after retirement age.Originality/valueThis study produces new knowledge regarding the links between resilience, perceived High involvement work practices and retirement intentions.

THE ROLE OF EMPLOYEE MOTIVATION ON THE RELATIONSHIP BETWEEN HRM PRACTICES AND SERVICE QUALITY IN HEALTHCARE ORGANIZATION

The human resources management in the healthcare institution is essential to enable the delivery of efficient and effective medical services. This study conducted to investigate how HRM practices can enhance service quality and proposes an integrated framework in which perceived HRM practices are related to employee commitment, which in turn related to perceived service quality performance. Five HRM practices was selected. A questionnaire was constructed. The quantitative methodology was applied to collect and analyze data. Data was collected from 270 employees (including nurse and doctor) and bottom manager in Dr. Radjiman Wediodiningrat in Indonesia. The result shows that the selected HRM practices all significantly and meaningfully can predicted the employee motivation, in which feedback and recogniton was the most effective practices. The result also shows that employee motivation is an effective predictor of service quality performance. Lastly, employee motivation has a role as mediator effect toward the relationship between HRM practice and service quality. This research suggests that HRM departement need to chooses human resources management practices properly that can increase employe motivation and their service quality performances.

Perceived HRM practices and organisational citizenship behaviour: a case study of a supply chain management solutions provider

This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.

Perceived HRM practices and organisational citizenship behaviour: a case study of a supply chain management solutions provider

This paper assesses the impact of perceived HRM practices on organisational citizenship behaviour (OCB) and whether leader membership exchange (LMX) mediates this relationship. The required research data were retrieved from four different departments within a logistics and supply chain management organisation. The results show that there is a significant relationship between the HRM practices as perceived by a subordinate and their level of organisational citizenship behaviour. The relationship that subordinates have with their frontline manager (LMX) acts as a significant mediator. In the final section, of this paper the findings are discussed and recommendations for future research and practical implications are given.

The effect of HRM attributions on emotional exhaustion and the mediating roles of job involvement and work overload

AbstractAlthough some research suggests that perceptions of HRM practices are associated with lower levels of employee well‐being, other research shows just the opposite. In the present study, we attempt to reconcile these discrepant findings by incorporating the role of HRM attributions. Our model posits that when employees perceive that their organisation's HRM practices are intended to improve their job performance, they experience higher levels of job involvement, which leads to lower levels of emotional exhaustion. Conversely, when employees believe that their organisation's HRM practices are intended to reduce organisational costs, they experience work overload, which translates into higher levels of emotional exhaustion. Parallel mediation analyses of survey data collected from employees of a construction and consultancy organisation at two time periods (n = 180) supported this theoretical model.

The model of HRM-trust-commitment relationships

Purpose– It is worth focusing on the examination of factors influencing the quality of the work environment. The purpose of this paper is to verify the influence of the HRM system and organisational trust on employee commitment.Design/methodology/approach– The survey was conducted in Poland among 370 employees in organisations from two sectors of the economy: services and industry. The verification of the theoretical model was performed based on structural equation modelling.Findings– Research findings made it possible to successfully verify the model of the relationship between the HRM system (practices, process), organisational trust and commitment. The starting point for trust in an organisation followed by commitment is the HRM system. It seems that the impact of the HRM process on creating organisational trust is higher. Research findings have also confirmed a relationship between each type of organisational trust and calculative commitment based on benefits, which is a strong determinant of affective commitment. Organisational trust is, therefore, an intermediary factor because the organisation must build trust in employees first before they become affectively committed.Originality/value– Current studies have not examined the issue of a mutual relationship between three constructs: perceived HRM practices and process, organisational trust and commitment. What is more, previous research was confined to the constructs analysed holistically without considering their complexity (different types of trust and commitment). In addition, the authors attempted to enrich Allen and Mayer’s (1991) model with a new aspect of the commitment – calculative, which is linked to the benefits received by employees. The authors also identified the mediating influence of the trust and calculative commitment onto the affective commitment.

"Clarifying Employees’ Perceptions of HRM Practices: the "What", Feature, and "Why" of HRM Practice"

In recent years, scholars have called to examine employees’ perceptions of HRM practices to explore its effects in the HRM- performance relationship. However, the ongoing confusion about the conten...

HRM Attributions and Emotional Exhaustion: The Mediating Roles of Job Involvement and Work Intensity

Although some research suggests that perceptions of HRM practices are associated with lower levels of emotional exhaustion, other research shows just the opposite. In the present study, we reconcile these discrepant findings by incorporating the role of HRM attributions. Our model posits that when employees perceive that their organization’s HRM practices are intended to improve performance, emotional exhaustion is lower, whereas when employees believe that their organization’s HRM practices are intended to reduce costs, emotional exhaustion is higher. The model also examines the underlying mechanisms that explain the perceptions of HRM-emotional exhaustion chain by positing that job involvement mediates the former, and work intensity mediates the latter relationship. An analysis of survey data using parallel mediation analysis collected from employees of a consultancy organization at two time periods (n=180) supported this theoretical model.

"Perceptions of HRM practices, safety and quality in healthcare: The mediating role of engagement"

We develop a model of the relationship between human resource management practices and outcomes relevant to the healthcare sector. Using National Health Service data (n=69,018) we found that work engagement mediates the relationship between four HRM practices – training, participation in decision-making, development opportunities, communication – and quality of care and safety.

The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement

AbstractThis article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self‐report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service‐sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self‐report task performance (study 1), as well as self‐report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM‐performance link, and the mediating role played by employee engagement. © 2013 Wiley Periodicals, Inc.

Towards organisational performance

PurposeHRM climate is the intervening variable that relates implemented HRM practices to individual reactions. The purpose of the study is to contribute to the understanding of HRM climate construct, through the study of the role of HRM climate in employees' attitudes.Design/methodology/approachBased on the literature review a model is proposed that links HRM climate perceptions to job satisfaction, job involvement and perceived organisational performance. The model was tested on a sample of 574 Slovenian employees from the manufacturing sector. The model of HRM‐attitudes relationship was tested with partial least squares approach to structural equation modelling.FindingsTwo HRM climate dimensions (collaboration and structure) have an indirect (through job satisfaction and job involvement) and direct effect on perceived organisational performance, although dimension “collaboration” has a much stronger effect on employees' job satisfaction, and perceived organisational performance factor, than the “structure” dimension.Originality/valueThe HRM climate as a construct has not been studied intensively, although perceptions of HRM practices have been at the centre of attention since the beginning of the study of HRM‐performance relations. The study shows that the meaning assigned to the experienced HRM practices, has a strong effect on employees' reactions toward the job and work environment, and so offers a new approach to the understanding of the individual's role in HRM‐performance relation.

An examination of human resource management practices' influence on Organizational Commitment and Entrenchment

This study sought to understand how the employee perceptions of human resource management practices influence both organizational affective commitment and entrenchment. It represents advancement towards discriminant validity of such linkages that develop between individuals and the organizations they work for. A survey of 307 participants was conducted in an Information Technology company in Brazil. It was found that affective commitment has a strong and positive relationship with perceptions of HRM practices, while entrenchment is also related, but in a very weak fashion. Training and development practices showed better fit with the expected results of such practices in the organization studied, strongly affecting commitment, but not enhancing entrenchment. Even if not generalizable, these results strengthen the research stream that defends that commitment and entrenchment are separate constructs.