scholarly journals Employees’ perceptions of human resource management practices and employee outcomes

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shaoheng Li ◽  
Christopher J. Rees ◽  
Mohamed Branine
Keyword(s):  
Performance Management ◽  
Turnover Intention ◽  
Management Practices ◽  
Employee Commitment ◽  
Employee Attitudes ◽  
Western China ◽  
Employee Outcomes ◽  
Content Type ◽  
Hrm Practices ◽  
The Relationship

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.

Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neha Paliwal Sharma ◽  
Tanuja Sharma ◽  
Madhushree Nanda Agarwal
Keyword(s):  
Performance Management ◽  
Work Engagement ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Management Practices ◽  
Employee Outcomes ◽  
Design Data ◽  
Content Type ◽  
Psychological Contract Fulfillment ◽  
The Relationship

PurposePerformance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.Design/methodology/approachThe study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.FindingsThe two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.Research limitations/implicationsThe study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.Practical implicationsThis study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.Social implicationsThe study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).Originality/valueEarlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

Performance management practices, employee attitudes and managed performance

2010 ◽  
Vol 24 (6) ◽  
pp. 507-530 ◽  
Author(s):  
James Kagaari ◽  
John C. Munene ◽  
Joseph Mpeera Ntayi
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Management Practices ◽  
Cost Effective ◽  
Cross Sectional Study ◽  
Employee Attitudes ◽  
University Education ◽  
Cross Sectional ◽  
Content Type ◽  
Study Approach

PurposeThe purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.Design/methodology/approachUsing a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.FindingsThe paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.Research limitations/implicationsThis was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.Practical implicationsThe paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.Originality/valueThe paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.

Employee perception of talent management practices and turnover intentions: a multiple mediator model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Boontip Boonbumroongsuk ◽  
Parisa Rungruang
Keyword(s):  
Job Stress ◽  
Turnover Intention ◽  
Management Practices ◽  
Turnover Intentions ◽  
Talent Management ◽  
Structural Equations ◽  
Content Type ◽  
Overall Justice ◽  
Justice Perception ◽  
The Relationship

PurposeThe study aims to investigate employees' overall justice perception and job stress as multiple mediators in the relationship between perceived talent management (TM) practices and turnover intention.Design/methodology/approachCovering various industries in Bangkok, Thailand, the sample of the study consists of 552 employees, including both talented employees and normal employees as defined by their organization. Online questionnaires were distributed internally by selected organizations, and structural equations modeling was used to analyze the data.FindingsThe results indicate that both overall justice perception and job stress mediate the relationship between perceived TM practices and turnover intention.Originality/valueThe study contributes to the lack of empirical evidence in TM literature and aids in the design of better TM strategies to deliver effective organizational investments in its people.

The link between perceived high-performance work practices, employee attitudes and service quality

2018 ◽  
Vol 40 (5) ◽  
pp. 801-821 ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Dimitrios M. Mihail
Keyword(s):  
Service Quality ◽  
High Performance ◽  
Banking Sector ◽  
Employee Attitudes ◽  
Equation Modeling ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to focus on the Greek banking sector and examine the indirect effects of high-performance work systems (HPWS) on service quality. Specifically, this study examines the effects of employees’ perceptions of HPWS on their trust toward their managers, as well as on service quality, through the mediating role of employee outcomes (measured by job satisfaction and affective commitment). In addition, trust is also tested for its role as a potential mediator and moderator in the relationship between HPWS and employee outcomes.Design/methodology/approachPartial least squares structural equation modeling was used on a sample of 350 front-line employees working in the Greek banking sector.FindingsThe findings showed that employee outcomes mediated the relationship between HPWS and service quality. On the other hand, although trust mediated the relationship between HPWS and employee outcomes, no support was found for its moderating effect. Finally, although not included in the initial analysis, trust was found to play a mediating and moderating role in the relationship between HPWS and service quality.Practical implicationsThis study highlights the vital role that a “trusting” work environment has to play on employee attitudes and outcomes. As this study shows, the positive employee behaviors along with their willingness to accept and support organizational goals influence their level of productivity.Originality/valueThis study sheds lights on the mediating and moderating role of trust in the relationship between HPWS, employee outcomes, and service quality. Finally, implications are drawn for organizations, managers, and practitioners.

High performance work systems and employees’ intention to leave

2016 ◽  
Vol 39 (12) ◽  
pp. 1587-1615 ◽  
Author(s):  
Subhash C. Kundu ◽  
Neha Gahlawat
Keyword(s):  
High Performance ◽  
Intention To Leave ◽  
Employee Attitudes ◽  
Primary Data ◽  
Employee Relations ◽  
Employee Outcomes ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

Purpose This paper aims to advance the research on relationship between high performance work systems (HPWS) and employees’ intention to leave by examining the mediating role of trust, motivation and organizational citizenship behaviour. Design/methodology/approach Primary data based on 563 respondents were analysed to investigate the relationship between HPWS, employee outcomes and employees’ intention to leave. Statistical techniques like confirmatory factor analysis, correlations, regression and bootstrapping were used to analyse the data. Findings The study has revealed that the application of HPWS in the form of rigorous staffing, extensive training, performance-based appraisal and compensation, employee relations, self-managed teams, flexible work arrangements and empowerment results in enhanced employee work-related outcomes and decreased intention to leave among employees. The results have indicated that the relationship between HPWS and employees’ intention to leave is serially mediated by employee outcomes. Practical implications The study gives strong indications that investments in creating bundles of high performance HR practices will enhance the value of the human capital by eliciting favourable employee attitudes and behaviours and therefore will prove beneficial for the organizations operating in India. Originality/value This study has attempted to provide new insights in the underlying mechanism existing in the relationship between HPWS and employees’ intention to leave by using multiple mediators in sequence.

Occupational commitment, industrial relations and turnover intention

2014 ◽  
Vol 8 (1) ◽  
pp. 66-84 ◽  
Author(s):  
Ling Yuan ◽  
Yue Yu ◽  
Jian Li ◽  
Lutao Ning
Keyword(s):  
Turnover Intention ◽  
Affective Commitment ◽  
Management Practices ◽  
Industrial Relations ◽  
Occupational Commitment ◽  
Survey Method ◽  
Content Type ◽  
Four Dimensions ◽  
Managerial Implications ◽  
The Relationship

Purpose – The aim of this research is to study the relationships between occupational commitment, industrial relations and turnover intention, as well as the moderating role of turnover intention. Design/methodology/approach – Empirical data for this study were collected using a questionnaire survey method. A total of 600 copies of the questionnaire were sent out by post or email to firms and 429 valid responses were finally obtained, yielding a response rate of approximately 71.5 per cent. Findings – Except for the limited choices commitment, affective commitment, normative commitment and cumulative costs commitment are found to be significantly and positively related to industrial relations. Employees’ turnover intention may be detrimental to industrial relations, as our results show that it has a negative correlation with industrial relations. We also find that it negatively moderates the relationship between occupational commitment and industrial relations. Practical implications – Our results shed light on human resource management practices in Chinese firms, and managerial implications are made to enhance Chinese employees’ occupational commitment. Originality/value – This study extends the current literature and provides new insights into the relationship between the four dimensions of occupational commitment and industrial relations in the Chinese context. It also provides an understanding that this relationship is conditioned on employees’ turnover intention.

scholarly journals The impact of human resource management practices on employee performance and the mediating role of employee commitment

2021 ◽  
Vol 10 (4, special issue) ◽  
pp. 222-234
Author(s):  
Shatha Mahfouz ◽  
Ayu Suriawaty Bahkia ◽  
Noryati Alias
Keyword(s):  
Structural Equation ◽  
Management Practices ◽  
Employee Performance ◽  
Human Resources Management ◽  
Employee Commitment ◽  
Simple Random Sampling ◽  
Equation Modeling ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

Employees represent the essential assets of any organization. The best organizations oversee human capital in the most efficient and effective way (Nethmini & Ismail, 2019). Blau (2017) highlighted the relevance between human resources management (HRM) practices and the employees’ success at work through enhanced inspiration and commitment. Hence, employee commitment cannot be overlooked as the degree of employee commitment can decide employee performance (Ahmad, 2014). This paper aims to explore the significance of employee commitment as a mediator in the relationship between HRM practices and employee performance. The target population is employees in the construction industry in Jordan. The respondents were selected utilizing a simple random sampling method. The data was gathered through a self-administered questionnaire and analyzed utilizing structural equation modeling (SEM) in IBM SPSS AMOS 24.0. The researcher obtained an aggregate of 297 usable and completed questionnaires. The study found that: 1) HRM practices have significant effects on employee performance, 2) employee commitment has significant effects on employee performance, 3) HRM practices have significant effects on employee commitment, and more importantly, and 4) employee commitment partially mediates the relationship between HRM practices and employee performance. The implications of the study are also examined.

TQM, employee outcomes and performance: the contingency effect of environmental uncertainty

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bita Yazdani
Keyword(s):  
Quality Management ◽  
Management Practices ◽  
Environmental Uncertainty ◽  
Future Research ◽  
Total Quality ◽  
Employee Outcomes ◽  
Content Type ◽  
Automobile Part ◽  
And Performance ◽  
The Relationship

PurposeThe purpose of this study is to investigate the relationship between total quality management (TQM), employee outcomes and performance. Moreover, how environmental uncertainty (EU) influences the relationship between employee outcomes and performance is regarded in the context of automobile part manufacturing and suppliers of Iran. Four theories namely resource-based view theory, ability, motivation, opportunity framework, contingency theory and quality management theory have been adopted in this research.Design/methodology/approachA research project is conducted in 191 automobile part manufacturing and suppliers plants using the questionnaire method. Confirmatory factor analysis is applied to assess the reliability and validity of the measurement instrument. The correlations between latent constructs are examined through partial least squares method.FindingsThe results show positive relationship between TQM, employee outcome and performance. The EU also moderates the relationship between employee outcome and performance.Research limitations/implicationsIt is recommended that some contextual factors such as culture be noticed in future research studies. Data were collected from Iranian automobile part manufacturing and suppliers plants, which may limit the generalization of results to other organizations in other countries.Practical implicationsIn this paper, some beneficial insights are addressed to assist managers in recognizing the organizational problems, which weaken implementing TQM, employee outcomes and the effect of EU on organizations.Social implicationsBy improving the quality of management practices and employee outcomes, the society gains benefits such as customer satisfaction.Originality/valueThis study contributes to the TQM advance and human resource management literature and provides better foundations for employee outcomes improvement through TQM practices in the Middle East. By investigating the effect of EU, this study fills the current gap in this field.

Employees’ perceptions on the relationship between human resource management practices and employee turnover

2019 ◽  
Vol 42 (2) ◽  
pp. 453-470
Author(s):  
Sandeep Basnyat ◽  
Chi Sio Clarence Lao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Turnover Intentions ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Employees ◽  
The Relationship

Purpose The purpose of this paper is to explore hotel employees’ views on how human resource management (HRM) practices influence their turnover intentions. Design/methodology/approach The data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings. Findings The findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees’ turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes. Practical implications This study suggests that addressing employees’ needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees’ family members to take part in the organization’s activities and use its facilities are important practices that HR department can initiate to encourage employees’ engagement in hotels. Furthermore, the study shows that managers need to understand their employees’ perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied. Originality/value Although several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees’ views on the relationship between HRM practices and employee turnover intention using qualitative methods.

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