Human resource practices and their association with perceived organizational support

2019 ◽  
Vol 28 (1) ◽  
pp. 17-19
Keyword(s):  
Human Resource ◽  
Direct Effect ◽  
Organizational Support ◽  
Design Methodology ◽  
Private Hospital ◽  
Mediating Effect ◽  
Content Type ◽  
Hr Practices ◽  
Questionnaire Surveys ◽  
Original Approach

Purpose The purpose of this study is to examine the association of specific HR practices, namely TD, CB and WP (policies and practice) and POS and also the mediating effect of IJ between HR practices and POS. Design/methodology/approach Data was gathered from responses to questionnaire surveys and interviews given to 150 nurses working in a private hospital in Penang, Malaysia. Findings The results show that there is no direct effect of CB or TD on POS, WP is associated with POS and IJ does positively mediate in all three HR practices – CB, TD and WP. Originality/value This paper has an original approach by examining specific HR practices in association with IJ and POS.

The mediating effect of interactional justice on human resource practices and organizational support in a healthcare organization

2019 ◽  
Vol 6 (2) ◽  
pp. 129-144 ◽  
Author(s):  
Helena Lee ◽  
Joulyn Chui
Keyword(s):  
Human Resource ◽  
Organizational Support ◽  
Interactional Justice ◽  
Healthcare Organization ◽  
Mediating Effect ◽  
Open Communication ◽  
Content Type ◽  
Hr Practices ◽  
The Impact ◽  
Practical Implications

Purpose The purpose of this paper is to investigate the mediating factor of interactional justice (IJ) between the specific types of human resource (HR) practices: training and development (TD), compensation and benefits (CB), work process (WP), and perceived organizational support (POS). There has been scant attention paid in the past studies in examining the specific components of HR practices on organizational support and IJ. Design/methodology/approach The study was conducted in a healthcare organization, and employed quantitative analysis based on surveys and interviews conducted with 150 nurses. Confirmatory factor analysis and regression analysis were generated to examine the relationships among TD, CB, WP and IJ and POS. Findings Significant findings demonstrated that there are no direct effects between CB and TD, and POS. The result revealed that establishment of HR practices is not synonymous to organizational support. However, WP is positively correlated to POS. Further analysis indicated that IJ mediated between all three HR practices (CB, TD and WP) and POS. The findings are aligned with the previous research relating to the absence of direct correlation between team training and POS (Aguinis and Kraiger, 2009; Koster et al., 2011). The study suggests that adopting an interactive and a fair approach HR practices is crucial in managing the perceptions of employee support and workplace fairness. The management who enact the policies and practices are seen as the representatives in facilitating the WP (Wiili-Peltola et al., 2007). CB and TD are extrinsic benefits that are significant in individual personal and career growth. Hence, these components of reward system can be employed as a HR mechanism to promote trust and support with employees. Practical implications The empirical evidence in this present study shows that it bodes well for an organization to understand the impact of HR practices and policies on employees’ perceptions of support and fair treatment to promote organizational effectiveness and efficiency. The study shows that HR practices can enhance the psychological well-being of the employees through the support system through an open-communication channel. Providing a clear channel of communication in how the reward and benefits systems are administered and distributed, and promoting shared goals and objectives (Lyubovnikova et al., 2018) between employer and employee can be instrumental in promoting IJ in HR practices. Originality/value This study has enriched the theoretical and practical implications of examining the specific components of HR practices in association with IJ and organizational support. The results shed light on the balancing act of adopting the hard and soft HR management in executing the HR practices.

Ten questions that make a difference for HR leadership

2015 ◽  
Vol 23 (3) ◽  
pp. 20-22 ◽  
Author(s):  
Clinton Longenecker ◽  
Laurence S Fink
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Social Implications ◽  
Valuable Insight ◽  
Business Partnerships ◽  
Comprehensive Understanding ◽  
Bottom Line ◽  
Content Type ◽  
Hr Practices ◽  
Practical Implications

Purpose – Presents the distilled wisdom of two human-resource (HR) award facilitators. Design/methodology/approach – Takes in the form of ten questions that make a difference for HR leadership. Findings – Asks: Are you trusted by the members of your organization? Do you possess a real and comprehensive understanding of how your business makes money? Do you keep yourself up to speed on the legal and compliance issues that are most important to your organization? Do you think strategically and execute operationally? Are you measuring and monitoring the most meaningful metrics that measure mission-driven performance? Are you working hard to create business partnerships with your stakeholders that increase the likelihood of success? Are you taking steps to help all managers in your organization to operate like great HR leaders? Are you using your talents and influence to build teams and solve organizational problems? Do you seek out and apply innovative HR practices that can truly affect your organization’s bottom-line performance? Do you ensure that people have the information they need to perform in an optimal fashion? Practical implications – Urges HR specialists to review, reflect on and assess their response to each of the questions. Social implications – Suggests that each question identifies key behaviors and activities that can become a target for improvement. Originality/value – Provides valuable insight rarely available to HR specialists.

Managers’ motives for investing in HR practices and their implications for public service motivation

2016 ◽  
Vol 37 (5) ◽  
pp. 764-776 ◽  
Author(s):  
Julian Seymour Gould-Williams
Keyword(s):  
Public Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
High Performance ◽  
Design Methodology ◽  
Public Service Motivation ◽  
Content Type ◽  
Hr Practices ◽  
Theoretical Paper

Purpose – The purpose of this paper is to explain how approaches to human resource management may contribute to the development of public service motivation (PSM). Three different approaches to managing people are outlined, namely, the “high performance”, “high commitment” and “high involvement”. Relevant theories are then used to predict the outcomes and relevance of the different approaches when promoting PSM in public sector organisations. Design/methodology/approach – This is a theoretical paper. Findings – This paper provides the first theoretical explanations for the relationships between human resource (HR) practices and PSM in public sector organisations. Originality/value – This paper explains how the same HR practices may have different employee outcomes depending on managers’ motivations for implementing them.

The influence of organizational culture and job design on job commitment and human resource performance

2018 ◽  
Vol 31 (7) ◽  
pp. 1346-1367 ◽  
Author(s):  
Kusdi Raharjo ◽  
Nurjannah Nurjannah ◽  
Solimun Solimun ◽  
Adji Achmad Rinaldo Fernandes
Keyword(s):  
Organizational Culture ◽  
Human Resource ◽  
Direct Effect ◽  
Job Design ◽  
Mediating Effect ◽  
Intensity Level ◽  
Content Type ◽  
Job Commitment ◽  
The Relationship ◽  
Significant Direct Effect

PurposeThe purpose of this paper is to analyze the relationship between Job Design, Job Commitment and Organizational Culture with Human Resource Performance: a study of the construction services provided by national consultants.Design/methodology/approachThe research population consisted of all employees of a national company offering consultation services, from four big Indonesian State-Owned Enterprises Contractors: PT. Yodya Karya Company, PT. Hutama Karya, PT. Adhy Karya, PT. Waskita Karya Referring to the approach to SEM modeling with an average population of 600 employees for each enterprises, the sample to be used as respondents consisted of 100 employees for each enterprises, and total 100×4 enterprises=400 samples.FindingsThe variables Organizational Culture and Job Design have a significant direct effect on Job Commitment. Likewise, the effect of Organizational Culture and Job Commitment on Human Resource Performance is also significant. However, a different result is shown in the result of the direct effect of the variable Job Design on the variable Human Resource Performance, which indicates that the variable Job Design does not have a significant direct effect on the variable Human Resource Performance. In other words, the intensity of the Job Design value will not affect the intensity level of Human Resource Performance. In addition, a mediating effect of the variable Job Commitment is found on the effect of Job Design and Organizational Culture on Human Resource Performance.Originality/valueThe use of Job Commitment to exercise a mediation effect on the relationship between the effect of Job Design and Organizational Culture on Human Resource Performance, and the research site (no previous research investigating this relationship).

Examining social exchange among Chinese service workers

2016 ◽  
Vol 8 (2) ◽  
pp. 163-176 ◽  
Author(s):  
Mark Ng
Keyword(s):  
Human Resource ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Turnover ◽  
Structural Equation ◽  
Measurement Model ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Content Type

Purpose – The purpose of this paper is to explore the influence of perceived external prestige (PEP), perceived organizational support (POS), and organizational inducement (OI) on employee turnover intention (TI) and on the mediation effect of trust in organizations (TOs). Design/methodology/approach – In all, 243 self-administered questionnaires were collected from five service companies in Guangdong, China. The construct validity, the measurement model, and the hypothetical relationship between variables were tested by partial-least-squares structural equation modeling. Findings – The results demonstrate that OI, PEP, and POS tended to increase employees’ trust in their organization and hence to reduce their TI. Practical implications – The findings of this study have implications for managers’ design and implementation of effective human resource management strategies for adults in China. To deal with the serious problem of high employee turnover in China, organizations should implement not only appropriate human resource policy but also practices to improve corporate reputation. Originality/value – This paper extends the research on TI by investigating the impacts of PEP and the mediating effect of TOs in a Chinese context.

Innovation for organizational sustainability: the role of HR practices and theories

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Preeti Dwivedi ◽  
Vijit Chaturvedi ◽  
Jugal Kishore Vashist
Keyword(s):  
Factor Analysis ◽  
Design Methodology ◽  
Mediating Effect ◽  
Organizational Sustainability ◽  
Content Type ◽  
Hr Practices ◽  
Confirmatory Factor ◽  
Relationship Of ◽  
The Relationship

Purpose This paper aims to estimate the influence of HR practices and theories on organizational sustainability. The research also examines the role of innovation as a mediator among the relationship of HR practices and theories and organizational sustainability. Design/methodology/approach The research is based on the survey conducted among 386 employees of logistics firms across India. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) approaches were used for analysis. Approach proposed by Baron and Kenny (1986) was used to test the mediating effect. Findings The study finds that HR practices and theories have positive and significant influence on organizational sustainability. The research also reveals that after introducing innovation as a construct, it partially mediated the association of HR practices and theories and organizational sustainability. Originality/value The study inspects the extent to which innovation can acts as a mediator between the relationship of HR practices and theories and organizational sustainability in logistics sector in India, which has not been established in past studies.

Lasting footprints of the employer brand: can sustainable HRM lead to brand commitment?

2016 ◽  
Vol 38 (5) ◽  
pp. 703-723 ◽  
Author(s):  
Stefanie App ◽  
Marion Büttgen
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Design Methodology ◽  
Structural Model ◽  
Supervisor Support ◽  
Brand Commitment ◽  
Brand Trust ◽  
Content Type ◽  
Employer Brand

Purpose – The purpose of this paper is to investigate whether both perceived sustainable organizational and supervisor support, which represent a sustainable human resource management (HRM) approach, can induce commitment to the employer brand. Design/methodology/approach – This study includes a diverse sample of 3,016 employees drawn from various German organizations. To test the developed hypotheses, a structural model that included all the hypothesized effects was built, using Mplus 7. Findings – Perceived sustainable supervisor support (PSSS) has a direct effect on brand commitment, whereas perceived sustainable organizational support (PSOS) only generates brand commitment indirectly, mediated by brand prestige, brand distinctiveness, and brand trust. The findings further underline that, compared with PSOS, PSSS has a stronger impact on trust in respect of the employer brand. Originality/value – By considering current employees and their commitment to the employer brand, this study takes an insider view and sheds new light on how an employer brand based on sustainable HRM can achieve commitment, as well as how several mediators affect this link.

Mediating Effect of Organizational Commitment Between Islamic Human Resource Practices and Organizational Performance Among Islamic Banks of Bangladesh

2018 ◽  
Vol 15 (2) ◽  
pp. 54-65
Author(s):  
Bablu Kumar Dhar ◽  
Rosnia Masruki ◽  
Mahazan Mutalib ◽  
Hatem Mohammed Rahouma ◽  
Farid A. Sobhani ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Stock Exchange ◽  
Reliability And Validity ◽  
Mediating Effect ◽  
Islamic Banks ◽  
Hr Practices ◽  
The Impact

This paper aims at exploring the impact of Islamic human resource (HR) practices on organizational performance though organizational commitment. Data were collected from randomly selected 170 branch managers of six Islamic Banks listed on Dhaka Stock Exchange of Bangladesh. After collecting data, descriptive analysis and structural equation model were done to examine reliability and validity of the model. By analysis, the study finds that Islamic HR practices have more significant impact on organizational performance though organizational commitment rather than the direct effect of Islamic HR practices to organizational performance. The findings of the study advocate that Islamic banks should emphasize more on Islamic HR practices and organizational commitment to uphold their organizational performance.

Establishing a benchmark for continuous HR improvement

2016 ◽  
Vol 24 (1) ◽  
pp. 1-3
Author(s):  
Claire Clifford
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resource ◽  
Design Methodology ◽  
Response Rate ◽  
Leadership Communication ◽  
Content Type ◽  
Corporate Social

Purpose – This paper explains how Sabio approached benchmarking of their overall human resource (HR) performance. Design/methodology/approach – Sabio asked employees for feedback, achieving an impressive 92 per cent response rate. Findings – Feedback from employees highlighted issues around leadership, communication and corporate social responsibility. The article explains how Sabio addressed these issues. Originality/value – This paper gives a first-hand account of benchmarking for HR departments and how the company addressed the issues raised.

The ethic of care: an HR strategy to address obesity in the workplace

2018 ◽  
Vol 26 (2) ◽  
pp. 12-15
Author(s):  
Leon C. Prieto ◽  
Babita Mathur-Helm ◽  
Kasey N. Dawson
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Ethic Of Care ◽  
Content Type ◽  
Care Approach ◽  
Hr Strategy

Purpose This paper aims to highlight an ethic of care approach human resource (HR) departments can use to address obesity in the workplace. Design/methodology/approach This paper is prepared by experts who add their unbiased views to a very pertinent topic. Findings This paper focused on an ethic of care approach to addressing obesity in the workplace and provides advice that HR departments can adopt to address this issue. Originality/value This paper addresses a pertinent topic in a succinct manner that saves time for practitioners and scholars alike. This paper addresses the topic of obesity in the workplace which is of a growing concern worldwide.

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