The impact of socially responsible human resource management on employees' organizational citizenship behaviour: the mediating role of organizational identification

2015 ◽  
Vol 27 (4) ◽  
pp. 440-455 ◽  
Author(s):  
Alexander Newman ◽  
Qing Miao ◽  
Peter S. Hofman ◽  
Cherrie Jiuhua Zhu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Identification ◽  
Socially Responsible ◽  
Mediating Role ◽  
The Impact

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

HR localization impacts on HCNs’ work attitudes

2018 ◽  
Vol 39 (7) ◽  
pp. 913-928 ◽  
Author(s):  
Taraneh Foroutan ◽  
Ahmet Tarik Timur ◽  
Abubakar Mohammed Abubakar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Content Type ◽  
Mediating Role ◽  
Host Country Nationals ◽  
Iranian Context ◽  
Person Organization Fit ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of localized human resource management (LHRM) on host country nationals’ (HCNs) intention to remain (ITR) and extra-role performance (ERP) through the mediating role of person-organization fit (POF). Design/methodology/approach Data were gathered from 494 employees in two Chinese subsidiaries in Iran via two-stage self-administered survey and analyzed with AMOS 21. Findings The results show that LHRM positively affected employees’ ITR and ERP. However, there was no significant relationship between LHRM and POF and between POF and ERP. Originality/value Previous studies in the international human resource management literature have focused more on Western and South Asian countries. The present study, to the best of our knowledge, is the first inquiry of its kind in an Iranian context. Hence, this paper contributes to the existing knowledge by testing LHRM in two large Chinese multinational companies in Iran. Additionally, the results of this study will increase our understanding of LHRM and provide practitioners with superior insights into some practices that could elevate HCNs’ ERP and ITR.

scholarly journals The Impact of Strategic Human Resource Management on Institutionalization Process

2017 ◽  
Vol 8 (2) ◽  
pp. 77
Author(s):  
YAVUZ YILMAZ ◽  
HAKAN KITAPCI
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Mediating Role ◽  
The Impact

The purpose of this paper is to examine the mediating role of strategic human resource management between the mechanisms of institutionalization made up institutionalization process and the stages of institutionalization. This issue is researched in the light of data collected through a survey of 125 businesses with human resources department, which are in Kocaeli organized industry region. The assessment of the data is done with structural equation modeling. The analysis shows that strategic human resource management has a positive effect on institutionalization process. The main limitations of this study are the quantity and quality of sample and the number of data that are used in this study. While the researches that examine theoretically the relations between institutional theory and strategic human resource management exist, the hypothesis in this study is analyzed by using empirical data.    

Factors influencing green organizational citizenship behavior

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Ling Xiang ◽  
Yi-Chun Yang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Management Practices ◽  
Citizenship Behavior ◽  
Human Resource Management Practices ◽  
Green Human Resource Management

We examined the relationships between green human resource management practices, organizational identification, and green citizenship behaviors in the hotel industry. Our framework comprised 5 dimensions of green human resource management practices: green recruitment, green training, green performance management, green reward, and green involvement. We predicted that each dimension would positively influence frontline employees' organizational identification, and, in turn, their green organizational citizenship behaviors of eco-initiatives, eco-civic engagement, and eco-helping. Participants were 426 frontline employees working in Taiwanese hotels. Consistent with our predictions, each of the 5 green human resource management practices had a positive influence on organizational identification, which then positively affected green organizational citizenship behavior. Moreover, green human resource management practices enhanced employees' green organizational citizenship behavior, and organizational identification was an effective mediator of the relationship between green human resource management practices and green organizational citizenship behavior. Practical and theoretical implications of the findings are discussed.

Sign in / Sign up

Export Citation Format

Share Document