scholarly journals How employee perceptions of HR practices in schools relate to employee work engagement and job performance

2021 ◽  
pp. 1-19
Author(s):  
Jeske Van Beurden ◽  
Marc Van Veldhoven ◽  
Karina Van De Voorde
Keyword(s):  
Job Performance ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Employee Performance ◽  
Employee Perceptions ◽  
Primary And Secondary Education ◽  
Hr Practices ◽  
Teacher Work ◽  
Employee Work Engagement

Abstract This study examines how employee perceptions of the availability and the (in)effectiveness of human resource (HR) practices in schools relate to employee performance via work engagement. Incorporating the views of 208 Dutch primary and secondary education teachers, this study's findings show that both the availability and effectiveness of HR practices are positively associated with teacher work engagement and in turn job performance. However, when employees perceive the available HR practices as effective, this has a stronger effect on teacher work engagement compared to when they only perceive the HR practices as available. Moreover, results show that HR practices that are mentioned as available, but considered ineffective, are negatively related to employee engagement and job performance. Finally, our results provide initial evidence for potential differential effects of ability-, motivation- and opportunity-enhancing HR bundles on work engagement and job performance, depending on whether the availability, ineffectiveness or effectiveness of HR practices is studied.

Want Engaged Employees? Encourage Human Resource and Enhance Organizational Connectedness

2021 ◽  
Vol 6 (1) ◽  
pp. 1-12
Author(s):  
Abhishek Sharma
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Organizational Identification ◽  
Practical Importance ◽  
Study Data ◽  
Organizational Productivity ◽  
Hr Practices ◽  
The Relationship ◽  
Viable Method

Work engagement is not only a "nice-to-have" but has been shown to be linked to various positive outcomes of work, including its proven financial and behavioural gains. The concern regarding employee engagement is increasing, and organizations of the 21st century are looking for every possible way to develop the culture of employee engagement deliberately. In this context, this research introduces employee engagement as a viable method to encourage organizational productivity and examines how perceptions of specific human resource (HR) practices and organizational identification relate to experiences of employee's work engagement. The study data was collected using standard psychometric tools from 75 mid-level managers working in various organizations. Statistical analysis was performed to answer research questions. The results conveyed the significance of applying encouraging human resource practices and demonstrated the positive effect of organization-al identification (OID) on work engagement. HR practices and OID were found instrumental in positively predicting the significant amount of work engagement. By discovering the relationship between HR practices (conditions that organizations can influence easily), organizational identification, and employee engagement, this study relates to the realistic implementation of measures to improve employee engagement and especially emphasises them. As most companies are searching for ways to promote employee engagement, the latest re-search results are of practical importance to HR executives.

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

How HR practice, work engagement and job crafting influence employee performance

2018 ◽  
Vol 12 (3) ◽  
pp. 591-607 ◽  
Author(s):  
Xiaoyu Guan ◽  
Stephen Frenkel
Keyword(s):  
Human Resource ◽  
Work Engagement ◽  
Employee Performance ◽  
Underlying Mechanism ◽  
Employee Perceptions ◽  
Job Crafting ◽  
Line Managers ◽  
Content Type ◽  
Theoretical Perspectives

PurposeScholars have adopted different theoretical perspectives to explain the influence of HR practice on employee outcomes. However, few studies have investigated the role of human resource (HR) practice in fostering higher in-role and extra-role employee performance by encouraging employee participation in job design, a process referred to as job crafting. Drawing on human resource management (HRM) process theory and the job crafting literature, this study aims to examine how work engagement and job crafting mediate the relationship between employee perceptions of HR practice and employee performance.Design/methodology/approachThe authors use survey on a sample of 455 employees working in five Chinese manufacturing firms to test their theoretical model.FindingsThis study finds that where management maintains a strong HR system, employees are more likely to be engaged in their work and participate in job crafting. In addition, job crafting on its own, and work engagement and job crafting together, are shown to mediate the HRM–performance relationship.Research limitations/implicationsIn a Chinese context, line managers (including supervisors) are both important implementers of HR policy and vary in their adoption of particular roles. Yet our research did not consider the role of these persons in facilitating work engagement or job crafting. Future studies could usefully explore how these managers vary in their attitudes towards job crafting and the roles they play in encouraging this important activity.Practical implicationsOne important implication is that strong HR system with distinctive, consistent and consensus HR practices should be used by managers to motivate employees to encourage work engagement and job crafting behaviours.Originality/valueThis study enriches the theoretical framework to explain the underlying mechanism between HRM and employee performance from job crafting perspective.

Modelling the Link Between Developmental Human Resource Practices and Work Engagement: The Moderation Role of Service Climate

2019 ◽  
Vol 21 (1) ◽  
pp. 31-53 ◽  
Author(s):  
Umair Ahmed ◽  
Kabiru Maitama Kura ◽  
Waheed Ali Umrani ◽  
Munwar Hussain Pahi
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Service Climate ◽  
Cross Sectional ◽  
Hr Practices ◽  
Developmental Opportunities ◽  
The Relationship ◽  
Training Opportunities

The purpose of this article is to examine the relationship between developmental human resource (HR) practices and work engagement by focusing on the moderating role of service climate. Specifically, employee training opportunities, career developmental opportunities, and developmental performance appraisal were cast as the key dimensions of developmental HR practices. We used cross-sectional data with survey from 277 employees in six large banks in Pakistan. The results suggest that each of the dimensions of developmental HR practices was positively related to work engagement. Also, service climate was found to moderate the relationship between training opportunities and work engagement. Similarly, results showed that service climate moderated relationship between career developmental opportunities and work engagement. Regarding the practical implications, results suggest that policymakers should consider enriching HR factors by providing supportive environment, feedback and service climate to enhance employee engagement. In terms of originality, we contended that, to date, there is paucity of empirical study linking developmental HR practices to employees’ work engagement. Hence, the present study addressed this gap by examining the relationship between developmental HR practices and work engagement, as well as the boundary condition on these relationships.

scholarly journals The Influence of Human Resource Management Practices on Employee Work Engagement

2018 ◽  
Vol 10 (1) ◽  
pp. 251-256 ◽  
Author(s):  
Adel Ali Yassin Alzyoud
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Management Practices ◽  
Employee Development ◽  
Employee Communication ◽  
Hrm Practices ◽  
Employee Work Engagement

Abstract The main objective of this study is to investigate the influence of Human Resources Man-agement (HRM) practices (employee communications, employee development and rewards and recog-nitions) on employee engagement. Employee engagement has emerged as one of the most important topics in the sphere of human resource management. The aim of this paper is to examine and gain bet-ter understanding of the drivers that influence employee engagement in a printing company. Employee communication, employee development, rewards, and recognitions were selected as independent varia-bles. Sample for the study consists of 151 staff from manufacturing. Data were collected with the help of a questionnaire and analyzed using the Statistic Package for Social Science (SPSS) version 23. Throughout the statistical analysis, it is found that there is a significant relationship between the two independent variables with the dependent variable. In conclusion, it is observed that HRM practices have an influence on the employee work engagement. This shows that employers need to develop proper and well-structured HRM policies in attaining high work engagement level among the employ-ees.

scholarly journals INVESTIGATING THE IMPACT OF PERFORMANCE APPRAISAL JUSTICE ON JOB PERFORMANCE AND OCB OF EMPLOYEES: PATH THROUGH WORK ENGAGEMENT

2021 ◽  
Vol 9 (3) ◽  
pp. 315-325
Author(s):  
Riffut Jabeen ◽  
Rabia Khan ◽  
Abida Ellahi ◽  
Samina Begum
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Human Resource ◽  
Social Exchange ◽  
Work Engagement ◽  
Mediating Effect ◽  
Organizational Setting ◽  
Appraisal System ◽  
Data Set ◽  
The Impact

Purpose of the study: The study intends to find the interaction of Performance Appraisal Justice (PAJ) and work engagement (WE) to predict employee job performance (JP) and organizational citizenship behaviour (OCB) under the umbrella of fairness heuristic theory (JHT) and social exchange theory (SET).  Methodology: Hypotheses testing was done using linear regression data on the data set of 325 respondents. The results are significant and indicated that Justice in the performance appraisal system is positively related to employee outcomes (OCB and job performance) with mediating effect of work engagement.  Main Findings: Interaction between exogenous, endogenous, and intervening variables suggests that there is a positive relationship between PAJ and WE and WE mediate the relationship between PAJ and OCB and PAJ JP. In the organizational setting of Pakistan, this study addresses PAJ and its important outcomes which are beneficial for the organization’s effective outcomes. Applications of this study: This study throws light on the management, organizational, and administrative sciences literature, especially the human resource, organizations, and industrial behavior perspective. Administrators and human resource managers can apply the findings of this study. The study can be applied to both the public and private sectors. Originality/Novelty: Pakistani organizations have high collectivism, uncertainty avoidance and power distance, centralization, bureaucracy, and authority in organizations. Therefore, this study has proved some prominent outcomes as compared to countries with a more constant climate. The study sheds light on very important aspects of workplace behavior such as justice, work engagement, OCB, and performance with a particular focus on developing countries. 

scholarly journals The Diminishing Effect of Transformational Leadership on the Relationship Between Task Characteristics, Perceived Meaningfulness, and Work Engagement

2020 ◽  
Vol 11 ◽  
Author(s):  
Fanxing Meng ◽  
Yi Wang ◽  
Wenying Xu ◽  
Junhui Ye ◽  
Lin Peng ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Work Engagement ◽  
Police Officers ◽  
Mobile App ◽  
Task Characteristics ◽  
Future Research ◽  
Task Autonomy ◽  
Employee Work Engagement ◽  
Task Significance

The topic of employee work engagement in the public sector has attracted broad attention because it is critical to the efficiency and effectiveness of public services. Based on the Job Characteristics Model (JCM) and the Integrative Theory of Employee Engagement (ITEE), the present research adopts a multilevel design to examine a moderated mediation model in which task characteristics (i.e., task autonomy and task significance as level-1 predictors) and social context (i.e., transformational leadership as a level-2 moderator) jointly impact employee work engagement via individual perception of meaningfulness in work. A total of 349 grassroots police officers from 35 police substations were invited to anonymously complete a survey via mobile app. After performing the cross-sectional analysis, the results indicated that in contrast to task significance, the conditional effect of task autonomy on work engagement via perceived meaningfulness was more positive at a lower level of transformational leadership. Implications, limitations, and future research directions are discussed.

Comprehensive management practices and policies performance model

2016 ◽  
Vol 116 (5) ◽  
pp. 1043-1060 ◽  
Author(s):  
Bobby Medlin ◽  
Kenneth W. Green ◽  
Alan D. Wright
Keyword(s):  
Organizational Behavior ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practices ◽  
Employee Performance ◽  
Performance Model ◽  
Content Type ◽  
Comprehensive Management ◽  
Individual Employee ◽  
The Impact

Purpose – The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management principles, and the management process) on human resource outcomes and on individual employee performance. A comprehensive management practices and policies performance model is theorized and empirically assessed. Design/methodology/approach – Data collected from a sample of full-time employees working in the Southern USA are analyzed using a partial least squares/structural equation modeling methodology. Findings – Considering the direct and indirect links among the constructs the authors conclude the following: organizational behavior modification, the management principles, and the management process combine to improve organizational commitment and job satisfaction; organizational commitment and job satisfaction combine to improve employee engagement and workplace optimism; and employee engagement and workplace optimism combine to enhance individual performance. Research limitations/implications – The model tested reflects the synergy created though the implementation of the management practices and policies and policies and the impact of that synergy on human resource outcomes and individual employee performance. This is the first assessment of this comprehensive model. Replication and verification of the model are suggested. Practical implications – Practitioners are provided with a framework for assessing the synergistic impact of the management practices and policies on human resource outcomes and individual employee performance. The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the management practices and policies. Originality/value – A comprehensive management practices and policies performance model is proposed and empirically assessed. The results support the proposition that implementation of the management practices and policies leads to improved human resource outcomes and individual employee performance.

Sign in / Sign up

Export Citation Format

Share Document