Perceptions Of Human Resource Managers Research Articles

Hubungan Antara Pengelolaan Sumber Daya Manusia dalam Organisasi dengan Komitmen Karyawan pada Dinas Ketenagakerjaan dan Transmigrasi Sijunjung

In an increasingly competitive business situation, companies need employees who have a high commitment to the organization. Allen and Meyer (1990) stated that commitment to an organization is displayed in the components of affective commitment, rational commitment and nomative commitment. From several studies it has been proven that work experience has quite a big influence on employee commitment to the organization. This research will look at the contribution of human resource management as a form of work experience to employee commitment to the organization. What is meant by human resource management is a series of processes, applications and evaluations of the utilization and actualization of human resources in order to optimize the performance and contribution of human resources in achieving company goals. The contribution that will be seen is the contribution of human resource management in the form of employee perceptions of human resource management. As well as discrepancies in employee expectations and perceptions of human resource management. In particular, human resource management will be seen from the functions of managing employee development, managing work assessment, and management.

HRM PRACTICES AND TURNOVER INTENTIONS IN SMES: A BANGLADESH-USA COMPARISON AMONG GEN Y

This comparative analysis investigates Generation Y's perceptions of Human Resource Management (HRM) practices in Small and Medium-sized Enterprises (SMEs) within Bangladesh and the USA's distinct cultural and economic contexts, employing a mixed-methods research design that combines quantitative surveys with qualitative semi-structured interviews. The study meticulously selects a stratified sample of SMEs across both nations to capture a wide array of HRM practices and organisational cultures, followed by rigorous comparative analysis and statistical examination to identify the impact of these practices on turnover intentions. Key findings highlight that while Generation Y employees universally value work-life balance, professional growth opportunities, and supportive work environments, regional differences are pronounced; American employees exhibit a strong preference for flexible working conditions and immediate feedback as key to job satisfaction and retention, whereas Bangladeshi counterparts prioritise job security and clear advancement pathways, underscoring the nuanced influence of cultural and economic factors on employee expectations. These insights emphasise the critical need for SMEs to customise their HRM strategies to meet the specific aspirations of Generation Y, advocating for a context-aware approach that transcends a one-size-fits-all model. The research underscores the strategic importance of understanding and integrating local cultural and economic nuances into HRM practices for SMEs, suggesting that such tailored strategies are pivotal in fostering a motivated, engaged, and loyal Generation Y workforce, thereby enhancing SME competitiveness in a globalised business environment.

“From strategic weapon to underperformer”—leader perceptions on human resource management in Finnish municipalities

PurposeThis study explores municipal leaders' perceptions on strategic human resource management in their local government organization. Previous studies on companies demonstrate that the top manager's perceptions of the importance of human resource management (HRM) for the organization are reflected in the quality of human resource management and its strategic role. The authors are interested in how leaders in municipalities perceive HRM.Design/methodology/approachThe authors interviewed 30 leaders of Finnish municipalities for this qualitative study focused on municipal leaders' perceptions of HRM. The authors applied a discourse analytical approach in the analysis.FindingsThe authors recognized four discourses that frame perceptions of HRM: HRM as a strategic weapon, HRM as an underperformer, HRM as a matter of formality and HRM as a cost generator. In addition, the authors recognized that the discourses reflected leaders' self-positioning in relation to the power to impact issues related to HRM. Shifting between distinct roles demonstrated that municipal leaders' emphasis on HRM and its strategic alignment reflects the power relations in the municipality and the attitudes to the importance of HRM.Originality/valueThis study contributes to the academic discussions on HRM in municipalities and provides views on the municipal leader's role and impact on valuing and investing in HRM. From a practical point of view, the study will increase municipal leaders' knowledge of HRM's impact on the performance of the organization and also of the possible means of HRM.

Employees' perceptions of human resource management: a metaphorical analysis

Employees' perceptions of human resource management: a metaphorical analysis

Employees' perceptions of human resource management: a metaphorical analysis

Employees' perceptions of human resource management: a metaphorical analysis

Employee perceptions of HRM system strength: examining outcome and boundary conditions among HR and non-HR employees

PurposeStudies have explored perceptions of human resource management (HRM) system strength and how they can relate to employee-level outcomes. However, the authors understand little about the boundary conditions for such relationships. Here, the authors apply signaling theory to explain the relationship between HRM system strength and affective commitment as well as the role of an organization's communication climate and organizational collectivism.Design/methodology/approachThe authors conducted an initial study among HR practitioners (N = 115) to determine their perception of HRM system strength, its outcomes and boundary conditions. The authors then conducted a second study to increase the reliability of our earlier findings by focusing on non-HR employees (N = 179).FindingsThe findings in both studies indicate that employee perceptions of HRM system strength positively and significantly relate to affective commitment. Moreover, the results show support for the moderating roles of both communication climate and organizational collectivism. These findings are novel and extend the nomological network of employee perceived HRM system strength.Originality/valueThese findings offer valuable practical insights regarding approaches to strengthen the relationship between HRM system strength and affective commitment. In particular, we offer practical recommendations pointing to the relevance of improving the communication climate as well as the sense of belonging within the organization (organizational collectivism).

Employee Perceptions of HRM and its Relationship with Employee Well-being and Performance

Thus far, the empirical evidence about the role of employees in the relationship between human resource management (HRM) and employee and organizational outcomes, shows that it is the perceived human resource (HR) practices by employees rather than the implemented HR practices as rated by managers that have a more direct influence on employees’ behavior and outcomes. Despite the importance given to employees as key recipients of HRM, we still have a limited understanding of what factors explain and influence employee perceptions of HRM and how they impact employee well-being and performance. Accordingly, the papers in this symposium aim to shed light on (a) the role of employees in influencing their own perceptions of HRM, (b) other factors that influence employee perceptions of HRM, and (c) the processes through which employee perceptions of HRM impact employee well-being (trade-offs) and team effectiveness. Impression Management: Can it Explain Variance in Employee Perceptions of HR practices? Presenter: Sargam Garg; California State U. Sacramento In the Eye of the Beholder: Manager and Employee HR Perceptions, Employee Outcomes and HR salience Presenter: Jeske Van Beurden; Tilburg U. Presenter: Karina Van De Voorde; Tilburg U. Presenter: Marc Van Veldhoven; Tilburg U. Presenter: Kaifeng Jiang; Ohio State U. Untangling HRM and Employee Wellbeing Trade-offs: Towards a Comprehensive Understanding Presenter: Mengwei Li; U. of Kansas Presenter: Clint Chadwick; U. of Kansas Presenter: Brian Harney; Dublin City U. Collective Perceptions of HR Practices and the Implications for Team Wellbeing and Performance Presenter: Kerstin Alfes; ESCP Business School Presenter: Argyro Avgoustaki; ESCP Business School Presenter: Nils Fürstenberg; ESCP Business School Presenter: Adrian Ritz; U. of Bern Presenter: Veronique Tran; ESCP Business School

Can I speak up? The effect of ethical human resource management on employee ethical voice

Organizational development includes moral challenges, and some ethical decisions need to be made; otherwise, the organization will face great public pressure and damage to its public image. In recent years, scholars have expanded past human resource management practices and proposed ethically oriented ones. Can these practices promote employee ethical voice? Based on the social cognitive theory of moral thought and action, this study investigates ethical human resource management (HRM) and ethical voice relationship involves the mediating role of ethical efficacy and the moderating role of ethical task complexity. Data from 265 supervisor-subordinate dyads employed in China revealed that employees’ ethical HRM perceptions directly and indirectly affect their engagement in ethical voice through ethical efficacy, and these effects are stronger for high levels of ethical task complexity. The theoretical and practical implications of our ?ndings are further discussed.

組織従業員のHRM 認知とリテンションとの関係 ーキャリア発達の観点から一

組織従業員のHRM 認知とリテンションとの関係 ーキャリア発達の観点から一

Contextualizing employee perceptions of human resource management: a review of China‐based literature and future directions

Employee perceptions of human resource management (HRM) have attracted increasing attention in recent years. This review study aimed to examine the extent to which employee perceptions of HRM have been contextualized in China. We conducted a systematic literature search and review of 25 China‐based empirical studies published in peer‐reviewed academic journals in English. The review demonstrates that extant research mainly focuses on three distinct but inter‐related dimensions: perceived HRM content, HRM system strength, and HRM attributions. We identify several research avenues and call for qualitative studies to go beyond interview methods and quantitative research to develop context‐driven measurement scales. We also suggest that future research should integrate multi‐level theoretical paradigms to identify the organizational and institutional contexts within which HR perceptions are framed. Finally, future research needs to examine HR perceptions across different employees, employment groups, and nations, with the aim of addressing the complex and context‐specific nature of HR perceptions.

Supply and Demand of the Entry-level Job Competencies in the Hotel Industry

This study aimed to discover the supply and demand of entry-level job competencies, particularly from the perceptions of human resource managers in 4- and 5-star hotels. Also, the gap between the supply and demand of the entry-level job competencies were identified. This study applied the qualitative approach through a semi-structured interview and analyzed using a thematic analysis. Findings of this study showed that human resource managers perceived the competencies of fresh graduates supplied to the hotel industry in both positive and negative views were communication skill, technical skill, cognitive skill, and interpersonal skill. In contrast, the critical competencies demanded in the hotel industry for the entry-level job were interpersonal skill, communication skill, technical skill, leadership, information management, teamwork, and cognitive skill. Out of the four competencies supplied to the industry, the employers perceived only one positive competency was supplied to them, and the other three were regarded as insufficient. It is anticipated that the findings obtained from this study may enhance the collaboration between the hospitality industry and universities to bridge the competencies gap of fresh graduates.

The Relationship Between Perceived Human Resource Management Practices and Turnover-Intention: The Mediating Role of Organizational Attractiveness

This study examines whether employees’ attraction to the organisation mediates the relationship between their perceptions of human resource management (HRM) practices (as a bundle) and their turnover intentions. Hypotheses were developed based on the propositions of social exchange theory, findings of previous research and theory of reasoned action. Survey data were collected from 297 individuals who work in organisations operating in the Hashemite Kingdom of Jordan. Subsequently, the proposed relations were tested. It was found that: 1) perceived HRM practices is negatively and significantly related to turnover-intention; 2) perceived HRM practices is positively and significantly related to organisational attractiveness; and 3) organisational attractiveness is negatively and significantly related to turnover intention and partially mediates the negative relationship between perceived HRM practices and turnover intention. The implications of these findings for line managers and HR practitioners are also discussed in addition to future research directions.

'Perceptions of Performance Appraisal Quality' and Employee Innovative Behavior: Do Psychological Empowerment and 'Perceptions of HRM System Strength' Matter?

Organizations need to be innovative for their long-term survival and this can be achieved when their employees demonstrate innovative behaviors at the workplace. Innovative behavior has thus received considerable attention from researchers, particularly on exploring the factors which foster employee innovative behaviors. Based on human resource system strength theory, the objective of this study is twofold. First, it examines the direct and indirect relationship between perceptions of performance appraisal quality (PPAQ) and innovative behavior mediated through psychological empowerment. Second, it examines the moderating effect of perceptions of HRM system strength in the hypothesized links. A total of 360 faculty members participated in the study from twelve public sector higher education institutes in Islamabad, Pakistan. Partial least squares structural equation modeling (PLS-SEM) is used for statistical analysis of the quantitative data collected through self-administered questionnaire. Results demonstrated that PPAQ is positively related with innovative behavior. The findings also support the mediating role of psychological empowerment and the moderating role of perceptions of human resource management (HRM) system strength. We contribute to the literature by demonstrating that HRM content and process are two complementary facets of an HRM system in bringing out positive work behaviors. A number of practical implications and directions for future research are outlined.

Happiness Index for Human Resource Management Practitioners Associated with the Professional Body

The study explored the perceptions of human resource management (HRM) practitioners in South Africa, using the following happiness dimensions: positive emotions, job-related wellbeing, affective commitment, employee engagement and distributive justice. The research approach was quantitative, and the research design was descriptive and longitudinal (i.e. over a two-year period). The convenience sampling technique was used to select participants. In 2016, the sample size was 204, and in 2017, the sample size was 76. The data were collected at the conventions hosted by the Institute of People Management (IPM). The major findings were that the majority of the participants were females, were employed on a full-time basis, had degrees, earned R40 000 and above, and were not unionized. Participants rated the positive emotions negatively, suggesting that they were disaffected with their remuneration, and they rated the job-related wellbeing, affective commitment, employee engagement and distributive justice items positively. The implication of this study for policymakers is that they must review their remuneration policy and practices. The implication for managers is that they might struggle to keep HRM practitioners effective, motivated, and having cordial relationships.

How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting

In this study, we examine whether the relationship between employees’ perceptions of human resource management (HRM) and work engagement is mediated by job crafting. Using conservation of resources (COR) theory, we propose that HR practices offer job resources which employees reinvest by displaying job crafting behaviours. Since job crafting involves the pro-active redesign of job characteristics by employees, this study advances the idea that employees are pro-active in their response to HRM and translate perceived HRM practice into attitudinal outcomes through displaying pro-active behaviour. In support of this idea, our results show that the relationship between perceived HRM and work engagement is fully mediated by the job crafting type ‘increasing job resources and challenging job demands’. The job crafting type ‘decreasing hindering job demands’ turned out to be insignificantly related to both employee perceptions of HRM and work engagement.

Investigation of Attitudes and Perceptions of Human Resource Managers at Hospitality Establishments Regarding Affirmative Action Programs A Case Study in Eskişehir-Turkey

The purpose of this study is to examine the perceptions and attitudes of human resource managers at some hospitality organisations regarding the employment of disadvantaged individuals as part of affirmative action program in the province of Eskişehir-Turkey. This study is a qualitative study focusing on real cases to inspire other organisations. The data were collected through active interviews, and the collected data was analysed through the use of manual qualitative data analysis methods. The findings of the study reveal that perceptions of human resource managers regarding disadvantaged individuals at hospitality organisations are closely related to disabled individuals. They do not have positive attitudes towards the employment of disadvantaged individuals in tourism as part of affirmative action programs. They are also against positive discrimination of disadvantaged individuals in the employment in tourism for some reasons. All these findings suggest that participants are confused about some terms regarding affirmative action.

Lightening Supervisor's Load: Can Supervisor Helping Explain Employees' Perceptions of HRM and EOR?

The majority of strategic human resource management (HRM) and employee-organization relationship (EOR) studies build on the assumption that HRM practices are the starting mechanisms of the EOR and ...

The relationship between HRM practices and the service performance of student interns: Industry perspective

This study aims to examine the relationship between human resource management (HRM) practices and the service performance of student interns. Data were collected using a questionnaire survey that was designed to capture the perceptions of human resource managers and internship supervisors from international tourist hotels in Taiwan. The structural equation model (SEM) was used as a framework for the data analysis. The findings indicate that the service performance of student interns was greatly affected by HRM practices, including recruitment and selection, rewarding quality, and retention. The implications of this study offer preliminary insights into the industry-academia co-operation that aims to manage total quality initiatives in the hotel industry and achieve the goals of hospitality higher education. The study lays the groundwork for the development of HRM practices for student interns to cope with the changing flexible labour structure in the hotel industry.

Employee architect’s perception of human resource practices and their job satisfaction

Purpose– There has been little empirical study on employees’ perceptions of Human Resource Management (HRM) practices in the architectural industry, where the employee architects have been described as the assets of the firm, and how these influence their job satisfaction. The purpose of this paper is to investigate the factors that define the perceptions of these employees of the HRM practices and how these perceptions influence their job satisfaction.Design/methodology/approach– A questionnaire survey of employee architects in Lagos, Nigeria was carried out. The respondents were asked to rate their perceptions of HRM practices in their firms. Data were analyzed using mean ranking, principal component analysis, and regression analyses.Findings– The results show that contrary to popular beliefs, most of the respondents were satisfied with their jobs overall, although they were least satisfied with their pay. The factors that predict the satisfaction of the employee architects with various aspects of the job were identified.Research limitations/implications– A major limitation to this study lies in the fact that samples were only taken from employees of privately owned architectural firms in Lagos, Nigeria.Practical implications– The results indicate areas of HRM practices that principals of architecture firms may explore to enhance employee architects’ satisfaction.Originality/value– The study adds to the body of knowledge on employee perception of HRM practices and satisfaction by providing evidence from the architectural industry. This study further contributes to literature satisfaction as a multi-scale item in relation with the employee architects’ demographic and HRM practices.

HRM Bundles and Organizational Deviance: Exploring the Moderating Role of Core Self- Evaluations

Although studies demonstrate that employee perceptions of human resource management (HRM) practices result in positive employee attitudes and behaviors, there is a dearth of research that examines ...